Human Resource PlanningBy: Hairin binti Azahari

HRM ACTIVITIESHR PlanningRecruitment & SelectionPerformance AppraisalCompensation & BenefitLabor RelationSafety & HealthFairnessTraining & Development

PLANNING & FORECASTINGPERSONNEL PLANNINGThe process of deciding what positions the firm will have to fill, and how to fill themSUCESSION PLANNINGThe process of deciding how to fill the companys most important executive jobs.

Copyright 2011 Pearson Education, Inc. publishing as Prentice HallFIGURE 51Steps in Recruitment and Selection Process

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

PLANNING & FORECASTINGHuman Resources PlanningStrategic PlanningFILL ELIMINATE

Copyright 2011 Pearson Education, Inc. publishing as Prentice HallFIGURE 52Linking Employers Strategy to Plans

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

PLANNING & FORECASTINGWHAT TO FORECAST??Overall personnel needs (Labor Demand)The supply of inside candidatesThe supply of outside candidates

FORECASTING PERSONNEL NEEDSTrend analysisRatio analysisForecasting ToolsMarkov analysisCopyright 2011 Pearson Education, Inc. publishing as Prentice HallScatter plotting

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

Study of a firms past employment needs over a period of years to predict future needs. TREND ANALISISRATIO ANALISISA forecasting technique for determining future staff needs by using ratio between. Example: sales volume & number of employees needed.

Note: After fitting the line, you can project how many employees are needed, given your projected volume.FIGURE 53Determining the Relationship Between Hospital Size and Number of NursesTHE SCATTER PLOT

Hospital Size (Number of Beds)Number of Registered Nurses 200240300260400470500500600620700660800820900860

Markov analysisMathematical process : Forecast availability of internal job candidates.

Creating a matrix that shows the probabilities the employees in the chain of feeder positions for a key job. ( move from position to position)

Example: from junior engineer engineer senior engineer engineering supervisor director of engineer.

Drawbacks to Traditional Forecasting TechniquesFocus on historical sales/personnel relationships and assume that the firms existing activities will continue as is.Tend to support compensation plans that reward managers for managing ever-larger staffs, irrespective of the companys strategic needs.Tend to institutionalize existing ways of doing things even in the face of change.

USING COMPUTER TO SUPPORT FORECASTING PERSONNEL NEEDSComputerized Personnel ForecastsSoftware that estimates future staffing needs by:Projecting sales, volume of production, and personnel required to maintain different volumes of output.Forecasting staffing levels for direct labor, indirect staff, and exempt staff.Creating metrics for direct labor hours and three sales projection scenariosminimum, maximum, and probable.

FORECASTING THE SUPPLY OF INSIDE CANDIDATES Manual systems and replacement chartsComputerized skills inventoriesQualification Inventories

Copyright 2011 Pearson Education, Inc. publishing as Prentice HallFIGURE 54Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents

Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall

The Matter of PrivacyEnsuring the Security of HR Information- Control of HR information through access matrices- Access to records and employee privacy

FORECASTING THE SUPPLY OF OUTSIDE CANDIDATES Factors In Supply of Outside Candidates- General economic conditions- Expected unemployment rateSources of Information- Periodic forecasts in business publications- Online economic projections