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To participate in the decision process by providing


information and opinion on each option, including:
* redundancy or recruitment costs
* consequences on morale
* redeployment/outplacement opportunities
* availability of skilled staff within the organization
* availability of suitable people in the job market
* time constraints
* development/training needs/schedules
* management requirements.
Y 

ánternational HR planning:

includes strategies which depends on the department


ability to fill key job for foreign national and employees
across nation.
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Vfter estimating future supply of human resources,


sources of supply should be analyzed with a view to
ensure the availability. Both internal and external
factors affecting manpower supply should be
analyzed.
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u Oopulation density in the area
u Local unemployment level
u Vvailability of employees on part-time
u Outcome from local educational and training institutes
u Residential facilities available the attractiveness of the
areas as a place to live
u Local housing, shopping
u Educational facilities
;  
mational factors
u Trends in the growth of working population
u outcome from technical, professional, vocational
and general educational level
u social security measures (like unemployment
benefits, lay-offs, retirement benefits etc.)
u cultural factors, customer, social norms
u national demands (manpower like technologists,
scientists, management graduates, computer
professionals )
   Y 
   

u ÷upply and demand of HR estimated adjustments


needed.
u ánternal supply of workers exceeds firm¶s demand.
u HR surplus exists
u Vttrition
u Outplacements
u Layoffs
u HR shortages
   Y 
   
V  
u ÷lowly reduce surplus
u áf surplus persists, leaves of absence are encouraged
a 

u ÷urplus exists, employees are discharged
u Helps employees find new job with other firms
 
u ÷hort-range surplus
u Layoffs are temporary loss of employees
  
u Hr planning requires time,personnel,and financial
resources.
u The return on investment may not fulfill the
expenditures of small firms.
u Used to estimate future needs and supplies of staff.
u Large companies use hr planning to increase
effectiveness of their wok and efficiency.
u The possible replacements are identified.
u ánternal shortage are solved by seeking employees in
external labor market.
u ÷urplus are reduced through attrition,layoffs,leave of
absence, or termination.
Y &""! %!
Y"#&1%Y &!&

u HR department in any organization is very


significant, no one can deny from its importance.
Because human beings working in an organization
are the most precious asset of that organization.
Ufone also knows that the secret of success of there
business lies in their human resources. The basic
and core function of HR Department is to select and
keep the right person for the right job. Because there
is a man behind machine.
Y  

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M M 
 

u Employment (recruitment, selection and


induction into the organization)
u Transfer, promotion, layoff, (checking
conformity of skills with new department in
case of transfer)
u Training and development (coaching,
performance appraisal, post appraisal
counseling, job rotation, understudies, special
broadening assignments, feedback)
M M 
 

u ompensation administration (designing and installing


job evaluating program, pay structure, analyzing jobs
and their dollar-worth, maintaining suitable records,
wage and salary surveys of the labor market)
u Health and safety (health programs, safety programs)
u Discipline and discharge (Discipline = training that
mould or corrects, punishments of wrongdoers.
Training people to abide by rules of behavior and
punishing those who do not, formulating list of rules
and penalties for each offence, approval for
discharge.
M M 
 
u Labor relations (wages, rates of pay, hours of
work, condition of employment, negotiation,
contract interpretation and administration,
grievance handling, allocation of overtime)
u Benefits and services (pensions, insurance
programme, sick leave pay plans, loan funds
social programs, recreational programs)
u Organization planning (increase level of trust
and supportiveness among people open and
direct, directly confronting problems, tap the
knowledge of all who can contribute to
problems solutions wherever they may in the
organization)
M M 
 

u Human Resource Olanning (right number of qualified


people available at the proper times, performing jobs
that are useful to the organization and which provide
satisfaction for the individuals involved, goals and
planes of organization, current human resource situation
including comparison of projected future demand for
employees with projected supply, designing programs to
implement the plans of recruitment, selection,
performance appraisal, transfer, promotion, training,
motivation, compensation, audit and adjustments)
u Equal Employment Opportunity (no discrimination in
terms of gender, race, age, national origin, religion,
involves complaint investigation, interpretation and
policy, monitoring performance)
M M 
 

u Oersonal Vnd Behavioral Research (improving


worker productivity and also increasing the
quality of working life, employees attitudes and
motivation, predicting success in management
and organizational relationships)
u Oersonal ánformation ÷ystem (HR planning,
skills inventories, employee benefits analysis
productivity studies)
Y +!!"!

Olanning provides a guideline to accomplish an


activity. Vt Ufone the HR team plans everything
so that the outcomes and results can be
perceived before the plan is actually
implemented. This makes the planning more
accurate and efficient; it also saves time and
money.
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u Before recruiting a new employee, management


checks whether there is a need to hire a new
employee for that particular job or whether it
can be incorporated into an existing employees
job.
u Recruitment in Ufone may be of internal or
external nature.
    

u án the case of internal recruitment people from


within the organization are promoted to fill the
vacant vacancy. The HR department and the
relevant department in which the vacancy exists,
analyze whether there an employee within the
organization exists, who most appropriately
meets the requirements of the particular vacancy
;    
u áf the organization feels that none of their current
employees can fill out the new vacancy then they
hire from external sources.
u án this case the human resource management considers
other departments in the organization that might be
interested in the appointment in order to make it a joint
effort. They talk to relevant supervisors and especially to
the people the new person will work with. V set of
expert panelists is then selected from each relevant
department to interview applicants.
   

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u ollaborative and mutually supportive work
environment is created that encourages people to grow
Team of professionals is built which delivers expertise
by participating
in business decisions
u Oerformance Management and Reward ÷ystems are
developed which underlies the Business strategy of
Ufone
u V clearly defined Recruitment & ÷election policy is
defined
u The need for Training & Development of employees is
assessed
u ompensation & Benefit plan is developed which
ensures that
u employees are motivated
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u Ôiven an anticipated level of demand , planners try
to estimate the availability of current workers to
meet that demand.
u ÷uch estimate begin with an audit of present
employees . then possible replacements are
identified. ánternal shortages are resolved by
seeking new employees in the external labor market
. surpluses are reduced through normal attrition,
leaves of absences, layoffs , or terminations.
u Both external and internal staffing processes are
used to fulfill HR plans. át represents future
demands and likely sources of supply.
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u Ufone HR department plans all the demand and
supply of human resources at ufone HR. Human
resource planning at Ufone provides a guideline
to accomplish an activity. Vt Ufone the HR team
plans everything so that the outcomes and
results can be perceived before the plan is
actually implemented. This makes the planning
more accurate and efficient; it also saves time
and money.