HR INFORMATION SYSTEM

&
HR PLANNING
FUNCTIONAL AREA USES FOR IS
IS SUPPORTING THE FUNCTIONAL
AREAS
 HRIS MODEL

HR Information is required to make decisions about

 REASONS FOR GROWTH

 PEOPLE NEED TO ANALYZE LARGE

AMOUNTS OF DATA

 PEOPLE MUST MAKE DECISIONS

QUICKLY

 PEOPLE MUST APPLY SOPHISTICATED

ANALYSIS TECHNIQUES, SUCH AS
MODELING AND FORECASTING, TO
 CHALLENGES FOR HRIS

 SECURITY: HARD TO KEEP CONFIDENTIAL

INFORMATION WITHIN THE HR DEPARTMENT
 HIGH SETUP COST: HIGH COSTS INVOLVED IN
PURCHASING THE TECHNOLOGY AND TRAINING THE
EMPLOYEES TO USE IT
 MEASURE OF PERFORMANCE: THERE IS NO
MECHANISM TO MEASURE THE BENEFITS OF HRIS
IMPLEMENTATION
 ASSESSING ACCURACY: DIFFICULT TO ANALYSE THE
QUALITY OF THE INFORMATION
 MISSING HUMAN TOUCH: HUMAN TOUCH IS MORE
PREFERRABLE THAN COMPUTER PROCESSING
HRIS IN NEPALI ENTERPRISES
 FINDINGS SUMMARIZED: BAL, ET AL,
2012

Assumptions Satisfaction Perception

(Mean) (Mean)
Satisfaction from HRIS and its
perception 3.73 3.66

Satisfaction and Perception of 3.85 3.92

HRIS according to position (top, 3.58 3.67
mid, low) 3.00 3.03
Satisfaction and Perception of
_ _
HRIS different by gender, by
education, & by age
1 2 3 4 5
 HUMAN RESOURCE PLANNING

 IT IS A PROCESS OF DECIDING WHAT POSITIONS THE

FIRM WILL HAVE TO FILL, AND HOW TO FILL THEM.

NEED FOR HRP

 TO ASSESS THE FUTURE SUPPLIES OF AND
DEMANDS FOR HR.
 TO ENSURE THAT HR IS AVAILABLE BY PROVIDING
THE INFORMATION AND DATA ON WHEN, WHERE,
AND HOW MANY EMPLOYEES NEED TO BE
RECRUITED.
 TO MATCH SUPPLIES AND DEMANDS WITH THE
ACHIEVEMENT OF THE ORGANIZATION’S FUTURE
GOALS.
 STEPS IN HRP

1. ENVIRONMENTAL SCANNING
(INTERNAL & EXTERNAL)
2. LABOUR DEMAND ANALYSIS
3. LABOUR SUPPLY ANALYSIS
4. GAP ANALYSIS
5. ACTION PLAN
 STEP 1: ENVIRONMENT
SCANNING

 IDENTIFYING SOURCES OF
STRENGTH, WEAKNESS, THREATS
AND OPPORTUNITIES FOR MAKING
HR DECISIONS

 UNDERSTANDING LABOUR MARKET

 STEP 2: LABOUR DEMAND
FORECASTING
ESTIMATES THE NUMBER OF PEOPLE
REQUIRED IN FUTURE AND THEIR
CAPACITY.

TO FORECAST PERSONNEL NEEDS:

 PROJECT THE DEMAND FOR THE
PRODUCT OR SERVICE
 PROJECT SALES AND REVENUES
 PLAN THE VOLUME OF PRODUCTION OR
ACTIVITY LEVEL TO MEET THE PLANNED
SALES, REVENUE OR ACTIVITY
REQUIREMENTS
 HOW TO FORECAST PERSONNEL
NEEDS?
STAFFING PLANS ALSO MUST REFLECT:
 PROJECTED TURNOVER OF STAFF
 QUALITY AND SKILLS OF EMPLOYEES IN RELATION TO
THE CHANGING NEEDS OF THE ORGANIZATION
 STRATEGIC DECISIONS (EG. UPGRADE QUALITY,
ENHANCE PRODUCTIVITY, ENTER INTO NEW MARKETS)
 TECHNOLOGICAL AND OTHER CHANGES RESULTING IN
INCREASED PRODUCTIVITY
 FINANCIAL RESOURCES
 HR FORECASTING METHODS

QUALITATIVE APPROACH
 DELPHI METHOD
 NOMINAL GROUP TECHNIQUE

QUANTITATIVE APPROACH
 TREND ANALYSIS
 REGRESSION ANALYSIS
 MARKOV ANALYSIS
 STEP 3: LABOUR SUPPLY
FORECASTING
1. INTERNAL SUPPLY FORECASTS
 INFORMATION ON PERSONNEL MAINTAINED IN
HRIS
 QUALIFICATION INVENTORIES
 PERSONNEL INVENTORY & DEVELOPMENT

2. EXTERNAL SUPPLY FORECASTS

 MONITORING GENERAL ECONOMIC
CONDITIONS
 LOCAL MARKET CONDITIONS
 STEP 4: GAP ANALYSIS

TO DETERMINE FUTURE SHORTAGES OR

SURPLUSES AND MATCHING THE DEMAND
& SUPPLY
 ADDITIONAL STAFF WILL BE NEEDED TO
MEET THE SHORTAGE
 RETRENCHMENT WILL BE NEEDED FOR
SURPLUS STAFF
 STEP 5: ACTION PLAN

PREPARATION TO DEAL WITH SHORTAGES AND

SURPLUSES OF HR:
 RECRUITMENT PLAN
 TRAINING AND DEVELOPMENT PLAN
 RETENTION PLAN
 PROMOTION PLAN
 TRANSFER PLAN
 SUCCESSION PLAN
 REDEPLOYMENT PLAN
 OUTSOURCING PLAN
 HRP IN NEPAL

 ANALYSIS IS IN ITS INFANCY

 FIRE-FIGHTING TENDENCIES
 KNOWLEDGE BASE (AD-HOC, GUESS WORK)
 SHORT TERM PLANNING
 OVERSTAFFING (GOVT. & PUBLIC
ORGANIZATIONS)
 NEPOTISM/ FAVOURITISM (PRIVATE ORG.)
HRP IN NEPALI ENTERPRISES