Human Resource Planning

By: Hairin binti Azahari

Recruitment & Selection Safety & Health

Fairness

HR Planning Training & Development Performance Appraisal

HRM ACTIVITIES

Labor Relation

Compensation & Benefit

PLANNING & FORECASTING

PERSONNE L PLANNING SUCESSIO N PLANNING

The process of deciding what positions the firm will have to fill, and how to fill them

The process of deciding how to fill the companys most important executive jobs.

FIGURE 51 Steps in Recruitment and Selection Process

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PLANNING & FORECASTING

Human Resources Planning Strategic Planning

FILL

ELIMINATE

FIGURE 52 Linking Employers Strategy to Plans

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PLANNING & FORECASTING

WHAT TO FORECAST? ?
Overall personnel needs (Labor Demand) The supply of inside candidates
The supply of outside candidates

FORECASTING PERSONNEL NEEDS

Forecasting Tools

Trend analysis

Ratio analysis

Scatter plotting

Markov analysis

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TREND ANALISIS

RATIO ANALISIS

Study of a firms past employment needs over a period of years to predict future needs.

A forecasting technique for determining future staff needs by using ratio between. Example: sales volume & number of employees needed.

FIGURE 53

Determining the Relationship Between Hospital Size and Number of Nurses

THE SCATTER PLOT

Hospital Size (Number of Beds) 200 300 Number of Registered Nurses 240 260

400
500 600 700 800 900

470
500 620 660 820 860

Note: After fitting the line, you can project how many employees are needed, given your projected volume.

Markov analysis
Mathematical 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 Techniques

i. ii. Focus 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.

iii.

USING COMPUTER TO SUPPORT FORECASTING PERSONNEL NEEDS

Computerized Personnel Forecasts
Software 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

Qualification Inventories

Manual systems and replacement charts

Computerized skills inventories

FIGURE 54

Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents

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The Matter of Privacy

Ensuring 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 rate Sources of Information - Periodic forecasts in business publications - Online economic projections