HUMAN RESOURCE MANAGEMENT (HRM730) Title: Human Resource Planning

NAME: SITI QURAISYIAH BINTI ROSLI ID NUMBER: 2013842908 CLASS: BM7001DF

HUMAN RESOURCE PLANNING -DEFINITIONS-

 The process that helps provide adequate human resources to achieve future organizational objectives. It includes forecasting future needs for employees of various types, comparing these needs with the present workforce, and determining the numbers or types of employees to be recruited or phased out of the organizations employment group (Ivancevich & Konopaske, 2013).
According to Cascio (1992), human resource planning can be defined as effort to anticipate future business and environmental demands on an organization, and to provide the employees to fulfill that business and satisfy those demands.

 The process by which management determines how the organization should move from its current manpower position to its desired position (Vetter, 1967).
According to Milkovich and Boudreau (1993), human resource planning is the process of collecting and using information on the base of which it can be discussed the amount of resources spent on personnel activities.

 According to Fajana (2002), human resource planning deals with the systematic and continuing process of analyzing a firms human resource needs under mutating conditions and developing workforce policies suitable to the longer-term effectiveness of the organization. It is a vital part of corporate planning and budgeting procedures since, human resource costs and forecasts both affect and are affected by longer-term corporate plans.

HUMAN RESOURCE PLANNING -STAGES-

(Ivancevich & Konopaske, 2013)

i. ii. iii. iv. Situation analysis or environmental scanning. Forecasting demand for human resources. Analysis of the supply of human resources. Development of plans for action.

i. Situation Analysis Or Environmental Scanning

Must adapt to environmental circumstances. For example, the rapid technological changes in the environment demand employees with new skills.

Top approaches: Sensing changes early. Interpreting changes in a meaningful way. Communicating the implications of changes. Interacting intensively with customers. Maintaining an outward looking view.

ii. Forecasting Demand For Human Resource

The Expert Estimate Demand estimates based on experience, guesses, intuition and subjective assessments of available economic and labor force indicators. The estimates methods involve Delphi technique and nominal group technique (NGT). Delphi technique estimates are revised by each individual based on knowledge of the other individuals estimates. NGT individual generation of estimates.

 Trend Projection Based on a past relationship between a factor related to employment and employment itself. For example, sales levels are related to employment needs in which the planner can develop a table or graph showing the past relationships. Modeling and Multiple-Predictive Techniques - Markov chain analysis developing a matrix to show the probability of an employees moving from one position to another or leaving the organization. - Regression analysis a mathematical procedure that predicts the dependent variable on the basis of knowledge of factors known as independent variables.

 Unit Demand Forecasting - Focuses on the quality of the workers. - Analyzing the present and future requirements of the job and the skills of the incumbents.

iii. Analysis Of The Supply Of Human

Resources
- Major tool Skills inventory. - Skills inventory is a list of names, characteristics and skills of the people working for the organization. - The components include data summarizing the employees past, data summarizing the status of present skills and data that focus on the future.

iv. Development Of Plans For Action

Actions Decisions with a Shortage of Employees Overtime Training and promotions of present employees Recruitment and training of less-skilled employees Recall of employees previously laid off Use of part-time workers Use of contingent workers

Action Decisions in Surplus Conditions Attrition Early retirements Demotions Layoffs Terminations

(El Dolan, 2011)

i. Collecting, analyzing and predicting data in order to forecast the supply of human resources, (and constructing a human resource information system) and predicting the demand of human resources (in addition to human resources information system).

ii. Determining the general goals and policies of human resources and capturing the support of top managers toward them.

iii. Designing and accomplishing projects and practical programs in areas such as recruitment, training and promoting that will enable organization to achieve its objectives of human resources.
iv. Monitoring the plans and programs related to affairs of employees and their evaluation in order to facilitate the progress towards objectives of human resource planning.

(Ulferts, Wirtz & Peterson 2009)

i. Assessing the current human resource capacity - Knowledge, skills and abilities of current employees need to be identified.

ii. Forecasting human resource requirements - The estimation of both supply and demand. - Types of modelling techniques demand forecasting, integrated manpower training and supply forecasting. - Demand forecasting - regression analysis, time series analysis, and simple percentage changes. - Integrated models - linear programming, goal programming, and network models. - Supply forecasting - replacement charts and more popular methods based on a Markov model.

iii. Gap analysis - To determine the gap between where the college wants to be in the future and where it is now. - Includes identifying the number of faculty/staff and the skills and abilities required in the future.

iv. Developing human resource strategies to support college strategies.

Restructuring strategies Training and development strategies Recruitment strategies Outsourcing strategies Collaboration strategies

(Prashanti, 2013)

i. Forecasting future people needs (Demand Forecasting) ii. Forecasting the future availability of people (Supply Forecasting) iii. Evolving plans to suit supply and demand.

(Beauregard & Fitzgerald, 2000)

i. Identify Business Strategy and Needs. - Identify Pressures and Opportunities. - Clarify your business strategy and direction. - Identify aspects of the business that need help.

ii. Conduct a Job Analysis and Write a Job Description. - Review your current workforce. - Identify any skills and knowledge gaps. - Write a Job Description. - Set an Appropriate Salary.

iii. Determine the Feasibility of Hiring. - The costs of hiring. - The benefits of hiring. - The risks of not hiring.

HUMAN RESOURCE INFORMATION SYSTEMS -DEFINITIONS-

 Sherman Bohlander & Snell (2011) define human resources information systems as a system that develops current and accurate information for decisionmaking and monitoring.
A human resource information system should define an integrated approach to collect, store, analyze, and control the flow of human resources information within an organization (Majid & Omidvar, 2007).

 This system is a software system based on database that facilitates processing human resources information process (Mojtaba Andalib Azar, 2010).
According to Broderick and Boudreau (1992) a HRIS is the composite of databases, computer applications, hardware and software necessary to collect/record, store, manage, deliver, present, and manipulate data for human resources.

 Strohmeier (2007), instead, uses the expression e-HRM when describing the activity of planning, implementing and applying information technology for both networking and supporting at least two individual or collective actors in their shared performing of HR activities.

SAFEGUARDING PRIVACY IN HRIS

(Ivancevich & Konopaske, 2013)

Before employee layoffs are implemented, add additional security measures to prevent retaliation. Review information-gathering practices to determine best way to collect data. Limit the information you collect to whats relevant to a specific business decision.

 Inform employees about the types of information kept on files and how that information is used. Let employees inspect and, if necessary, correct the information maintained on them. Keep sensitive information separate from other records.

 Limit the internal use of personal information to those activities where it is necessary. Disclose personal information about an employee to outsiders only after the employee consents.

CONCLUSION

 Some major reasons of the human resource planning are to achieve more effective and efficient use of human resources, more satisfied and betterdeveloped employees and more effective equal opportunity planning. Most firms are now using the human resource information systems.

 When supply and demand are matched, the organization will be able to clarify: how many people of what type it needs to fill positions from within (by promotion and training) how many people it must acquire from outside (by recruiting and selection)