HUMAN RESOURCE

PLANNING
HR PLANNING

 Discuss Relationship between strategic

planning and human resource managemen
 Explain and identify factors that shape an
organization’s demand for human resources
 Describe shortcomings of methods used to
forecast the demand for human resources
 Recommend solutions to staffing shortages or
surpluses
 NOTE
 Strategic planning depend on the department’s ability to fill
key jobs with foreign national and the reassigment of home
country employees across national borders.
 More corporate strategies involves global operations, the
need for HR planning will grow in importancece because of
increased complexity of staffing needs acrosss borders when
relocation, cultural, linguistic, and development needs are
considered
 Without effective HR Plans, the growing competition for
international executives may lead to expensive and
strategically disruotive turnover among key decision makers
 Identify short-run and long-run emloyee needs by examining
corporates strategies
 LARGE ORGANIZATION
 Integrate strategic demands with appropriate staffing
levels
 Improve the utilization of human resources
 Match HR activities and future organizational objectives
efficiently
 Achieve economies in hiring new workers
 Expand the HR informations base to assist other HR
acitivities and other organizational units
 Make major demand on local labour market succesfully
 Coordinate different HR programs such as affirmative
action plans and hiring needs
SMALL ORGANIZATION

 Less considerations for

HR Planning
 Small organizations the
HR considerations they
face if their strategy
changes one of rapid
expansions
 HR planning is usefull the
HR specialist
DEMAND FOR HR

 External challenges
 Economics
 Social-political-legal
 Technology
 Competitions
 DEMAND FOR HR
 Organizational
 Strategic Plans
 Budgets
 Sales and production
forecasts
 New ventures
 Organizations and job
designs
DEMAND FOR HR
 Workforce
 Retirement
 Resignations
 Terminations
 Deaths
 Leaves of absensece
 FORECAST TECHIQUES

EXPERT TREND OTHER

 Informal and  Extrapolations  Budgets and
instant decisions  Indexation planning
 Formal expert  Statistical analisys
survey analisys  New venture
 Nominal group
technique analisys
 Delphie  Computer
technique models
 FORECAST TECHIQUES

SHORT
EXTERNAL EXTERNAL
RANGE

CAUSES CAUSES ORGANI

DEMAND
ORGANI FOR
OF ZATIONAL
OF ZATIONAL
DEMANDS HR
DEMANDS

WORK WORK LONG

FORCES FORCES RANGE
FACTORS THAT DETERMINE
THE FUTURE SUPPLY OF HR
AUDIT
SUCCESSION
OF PLANNING
REPLACEMENT
CHART
INTERNAL

HR
SUPPLY
OF
HR

LABOR
EXTERNAL EXTERNAL
MARKET
NEEDS
ANALISYS
ESTIMATES OF EXTERNAL
SUPPLY
 External Needs
 Labor market analysis
 Community attitudes
 Demographics
 Birthrates and HRP
 Trends in jobs
 Immigrations
 Implementations of HRP

Attrition
Outplacement
HR shortages
Human resoruces informations system (HRIS)