Organizational

Staffing and
Requirement

Presented by Rajesh Kumar

Present by: Rajesh Kumar-HR Planning

 Internal workforce planning

• Staffing
It’s the HR function that identify the organization human capital
need and provide an adequate supply of qualified individual for job
in the organization. Staffing activities encompass internal
redeployment and external recruiting. It must be ailing with the
corporate strategy.

• Through staffing organization current and future need must be

meet.
Present by: Rajesh Kumar-HR Planning
 Workforce planning
It’s a process an organization uses to analyze its workforce and determine
steps it must take to prepare for future needs.

1. Forecasting the future composition of the workforce,

2. Conducting a gap between current and future staff
3. Decide how to close the gap(overcome gap)
4. Determine how to best meet the needs (redevelopment ,training,
requirement or outsourcing )
• Forecast is base on past and present information.
• It’s a good planning methods to use in determining HR supply and
demand.
Present by: Rajesh Kumar-HR Planning
 Need analysis process
HR practitioners conduct needs analyses for a verity of reasons
like,
• Identified compensation strategies
• Determine employees training needs, etc.
• This technique ensure the availability of workforce on time so that
they achieved the organization goals.
Need analysis for staffing may describe as four steps process that
involve:
1. Supply analysis
2. Demand analysis
3. Budget analysis
4. Strategy analysis Present by: Rajesh Kumar-HR Planning
 Need Analysis process
Supply analysis: where are we now? what do we have?
Where are the gap?
look to external sources to add to our job pool to fill the gap?

Demand analysis: where do we want to be? What do we need?

Are we retrenching or growing? How fast? In what areas?
How ,many employees are needed in each job areas?
Does any training required to achieved new direction?

Budget analysis: how can we achieved cost effective staffing?

What are the corresponding labor costs?
How will we develop policies to manage costs ?

Strategic analysis: How will we get what we need?

What source should be use ? What we look internally or externally?
What level of candidate require to serve the Org. goal

Present by: Rajesh Kumar-HR Planning

 1:supply analysis techniques
Supply forecasts for movement into and inside the organization
(new hiring, promotions, and transfer)and out of the organization
(resignation, layoffs, retirements, discharges).

Forecast approaches includes a variety of quantitative and qualitative

analysis.

Present by: Rajesh Kumar-HR Planning

HR professional, a logical place to start is by consulting with line
managers to analysis the skills as well as exiting human resources
capabilities.

• Employees are using their time appropriately.

• Work should be reallocated to provide more effective use of skills.
• Jobs need to be redesigned.
• Productivity rates are charging.
• Current staff has the ability to achieved they desired outputs.
• Staff growth is exceeding the expansion of outputs.
• The staff has right kinds of skills.
• Skills are not bring applied or are missing
Present by: Rajesh Kumar-HR Planning
 Trend and Ratio Analysis
Projections
• Trend and ratio analysis use statistics to determine whether relationship
exist between two variable. The manager is looking at past performance as a
predictor of the future.
YEAR BUSINESS FACTOR LABOR PRODUCTIVITY HR DEMAND
(sales in millions) (Annual Sale P/E) (NO of Employees)

1 3.613 11,120 325

2 3.748 11,120 337

3 3.880 12,520 310

4 4.095 12,520 327

5 4.283 12,520 342

6 4.446 12,520 355

Present by: Rajesh Kumar-HR Planning
 Ratio analysis
example
• The labor productivity (Sales Number of employees)has remained at $12520
for the past four years.
5000,000 $12520 = 399 employees
Based on this analysis, HR manager will need to hire 44 new employees (399 –
355) to achieved the increase in sales.
Management believe that, better training & equipment may produce more
efficiency or decrease headcounts.
Because of new efficiency labor productivity will increase to $13,000 for the year
seven. Following ratio applied:
$5000,000 $13000 = 384 employees
Note that the example assume that there is no turnover
Present by: Rajesh Kumar-HR Planning
 Turnover Analysis
Project turnover is another techniques to estimate HR requirement.
Employees may leave an organization for a variety of reasons, including.
• Retirement
• Resignation
• Dismissal
• Layoff
• Disability
• Leave of absence
• Death
Turnover: It’s a metric is normally expressed using annualized formula that tracks
number of separations and total number of workforce employees per month.
Present by: Rajesh Kumar-HR Planning
 ABC Books workplace data
Month A B
(separation) (total workface )
January 15 250
February 5 245
March 5 240
April 2 238
May 3 235
June 10 225
July 5 220
August 0 220
2September 4 216
October 1 215
November 15 200
December 0 200
Total 65 2704

Present by: Rajesh Kumar-HR Planning

Calculate the employees
turnover percentage
• Divided the total number of employees for the year (2,704) by 12
months. This yields an average monthly workforce of 225 employees.
• Divided they number of separations for the year by he average
number of employees per month.
65 225 = 28.9%

Present by: Rajesh Kumar-HR Planning

 Flow Analysis
To analyze the employees flows in, up, down, across, and out of an organization
and project future movement. HR must separate employees by levels, occupational
grouping, organization unit.
 Analyze career development plans for employees on an aggregate basis by job
function, division and other organization.
 Obtain estimates from each division of transfers and promotions into, out of and
within the divisions.
 Project future movement through statistical analysis. Project number of
employees who will remains in an organization classification based on past
transition rates or probability.

Present by: Rajesh Kumar-HR Planning

 Flow analysis

Inflow OUTFLOW
Promotion 5
Transfer 5 Resignation 13
Promotion 4 CURRENT STAFF Demotions 0
New hires 15 Retirement 4
Recalls 10 Terminations 3
Layoffs 15
Total 34
Total 40

Present by: Rajesh Kumar-HR Planning

 Demand Analysis Techniques
• Demand analysis considers the model organization of
the future and its human capital needs.
• Once the supply model is develop, data can be compare
to the demand analysis projections and gaps can be
identified numbers of employees and gaps in skills.
• Various techniques may be used in demand analysis. But
the basic issue is projecting the number of employees
and the skills required to meet future organization goals

Present by: Rajesh Kumar-HR Planning

 Judgmental forecasts
Judgmental forecast use information form the past and present to predict expected
future conditions.
Overall, for judgmental forecasting to be effective, HR needs estimates,
• New position or skill set needed
• Position to be changed, eliminated, or left unfilled.
• Job sharing
• Job design needs or organization structure changes.
• Costs of change
• Adjustment in overhead, contracted labor, and supervision.
Judgmental forecasting can broken into three types:
1. Managerial estimates
2. Delphi techniques
3. Nominal group techniques
Present by: Rajesh Kumar-HR Planning
Managerial estimates: This can be work in two ways, It can happen from the
top down or the bottom up. This method is entirely dependent upon the
quality of information provided to managers to use in making estimates.

Delphi techniques: The Delphi techniques progressively collects information

from the group in a pre-selected issue. This process is usually done by mail,
but more recently fax and e-mail responses have shortened the time
necessary for completion.

Nominal group techniques: Nominal group techniques uses a variety of

individual to forecast ideas and assumption. In which individual are brought
together for face to face discussion.

Present by: Rajesh Kumar-HR Planning

 Nominal group technique process

• Participants independently write down their ideas.

• Each participant present one idea to the group, without discussion, in a
round- robin fashion.
• Ideas are summarized on a flip chart or backboard.
• Ideas are discussion and clarifies ideas.
• The group discussion and clarifies ideas.
• Ideas are ranked independently by participants.
• Rankings are pooled, and the ideas with highest ranking are identified as the
major problem or issues that need addressing.

Present by: Rajesh Kumar-HR Planning