By,

Nishchaiy & Tridib MBA 1st Sem.Beta Group

Learning Objectives
Discuss why human resources can be important for any

organizations.
Define HR planning, and outline the HR planning

process.
Specifying important HR benchmarking measures. Identify factors to be considered in forecasting the

supply and demand for human resources in an organization

Discuss several ways to manage human resources.

Strategic Human Resources Management

Strategic HRM: It means the proper management of man power from an applicant to an employee, and devising ways to properly organise the work force for betterment of the organisation.
This gives a high value and differentiates the

organization from its competition

Possible HR Areas for Strategic Management

Duration of Service Productivity of an employee

Outstanding service

Unusual qualities

Special Skills

Factors That Determine HR Plans

Need for man power, Quality & Quantity

Type of Organisation

Current Financial Position

Selection & Recrutement

Plans & policies of the company for the employees

How HR Strategies help an Organisation.

STRATEGY Efficiency, stability & cost control. Build and promote skills in existing employees. Job and employee specification {Right Man for the Right Job} Extensive training for special capabilities Regular promotions and motivations through perks & incentives

RESULT

Growth of the company

Cost Control
Skilled man power is retained for a longer duration

Attracting and retaining qualified outsiders Stability and Efficiency are increased

HR Planning Process
Organisational Plans & Requirements

Search internal inventory for capabilities

Forecasting

Survey of People available

Need of people/ Vacancies available

Record of retirees, skilled internal staff for promotion, & new employees for training

Internal Assessment of the Organizational Workforce

Auditing Jobs and Skills
What jobs exist now? How many individuals are performing each job?

How essential is each job?

What jobs will be needed to implement future

organizational growth Characteristics of the new employees for new jobs. Individual job performance data Individual employees career progression

Managing Human Resource Surplus or Shortage

Economicweak product demand, loss of market share to competitors Structuraltechnological change, mergers etc.

Positive consequences

Increase competitiveness Increased productivity

Negative consequences

Loss of specialized skills and experience Loss of growth and innovation skills

Situations affecting HRM

Economic conditions Geographic and competitive concerns

Workforce composition
Governmental regulations Individual job performance data

Individuals entering and leaving the workforce

Managing Human Resource

Summary
Offering incentives & regular promotions that encourage

senior employees to serve the organization. Identifying and encouraging new recruits to develop themselves Enhansing skills through regular training programmes. Developing a healthy, competative work environment. Felicitating employees to boost moral & create ideals. Give good retirement packages. Keep an eye for non performers & replacing them with prior notification.

THANK YOU