HRM- CHAPTER 2

61問 • 1年前

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It is the process of systematically reviewing human resource requirements to ensure that the number of employees matches the required skills. It is the process of matching the internal and external supplies of people with job openings anticipated in the organization over a specific period of time. Some organizations continue to provide lip service to these important functions.

HUMAN RESOURCE PLANNING

It is the determination of the overall organizational purpose and goals and how they are to be achieved. Human resource is the integral component of a strategic plan, which greatly affects productivity and organization performance. After the strategic plans have been formulated, human resource strategic planning is to be undertaken.

STRATEGIC PLANNING

It involves determining the number and types of employees needed. The level of skills has to be determined and matched with the plan operations. The analysis will reflect various factors such as production plans, and changes in productivity together with the introduction of new technology if there is any

REQUIREMENT

When employee requirements have been analyzed, the firm determines whether there is a surplus or shortage of manpower. If there is a surplus, ways must be instituted to reduce the number of employees. Some of these methods include restricted hiring, reduced work hours, early retirement of old employees, and the worst is to layoff some employees. If the manpower forecast reveals shortage, the HRD must obtain the proper quantity and quality of workers outside the organization after exhausting efforts to find from within. Human resource planning must be continuous, as changing condition could affect the entire organization thereby requiring extensive modifications of forecasts.

AVAILABILITY

On the basis of business conditions and forecasts, manpower needs are planned and monitored closely.

SYSTEMATIC FORECASTING OF MANPOWER NEEDS

Analyzing, improving and monitoring the performance of each employee and of the organization as a whole.

PERFORMANCE MANAGEMENT

Determining, planning and monitoring the career aspiration each individual in the organization and developing them for improved productivity.

CAREER MANAGEMENT

Assessing and determining the developmental needs managers for future succession requirements.

MANAGEMENT DEVELOPMENT

What are the Aspects of Human Resource Planning

SYSTEMATIC FORECASTING OF MANPOWER NEEDS, PERFORMANCE MANAGEMENT, CAREER MANAGEMENT AND MANAGEMENT DEVELOPMENT

Five Steps in Human Resource Planning

DETERMINING THE WORKLOAD INPUTS BASED ON THE CORPORATE GOALS AND OBJECTIVES, STUDYING THE JOBS IN THE COMPANY AND WRITING THE JOB DESCRIPTION AND JOB SPECIFICATION, FORECASTING OF MANPOWER NEEDS, INVENTORY OF MANPOWER AND IMPROVEMENT OF PLANS

This approach involves the listing of all the skills possessed by the workforce and they are made to relate to the requirements of the organization. This technique requires detailed information of the experience and training of every individual in the organization.

SKILLS INVENTORY

This is a technique wherein the personnel who are promotable to the higher positions are identified together with their backup or understudy. There should be a ratio that will ensure that promotions will not create any void. To accomplish this, recruitment must support the backup requirements. At the same time, training must be done to develop the backup ratio.

RATIO ANALYSIS

Under this approach the setting of objectives flows from the top to bottom in the organization so that everyone gets a chance to make his contribution. This approach results in the formulation of a plan wherein the objectives of the rank and file get included in the blueprint for action. The plan is then a participatory planning outputs.

CASCADE APPROACH

Under this approach, HRP is done to have a body of manpower in the organization that is ready to take over existing jobs on a one-to-one basis within the organization. This approach calls for year-round acceptance of applications for possible replacements.

REPLACEMENT APPROACH

This technique involves the supervisors and personnel in every component of the organization on the identification of manpower needs in terms, skills, replacements, policy, working conditions and promotion so that human resource in the organization may be up to the challenge of current and future operations. The units thus become conscious of their needs and aware of the ways the human resource requirements can be met.

COMMITMENT PLANNING APPROACH

The approach that takes into consideration the different components of the old plan and increase them. Proportionately by the desired expansion rate stated by management as to the total manpower needs. The cost of doing the activities is likewise increased. Any new concern set up at a starting scale and viewed in proportion with other comparable aspects of the existing plan. This approach also enables the personnel staff to get by without having to ask much from management, which in turn does not expect much from the HR staff in terms of radical change.

SUCCESSOR PLANNING APPROACH

What are the 6 Planning Techniques of HR Management?

SKILLS INVENTORY, RATIO ANALYSIS, CASCADE APPROACH, REPLACEMENT APPROACH, COMMITMENT PLANNING APPROACH AND SUCCESSOR PLANNING APPROACH

COMMON WEAKNESSES IN HUMAN RESOURCE PLANNING INCLUDES:

OVER-PLANNING, TECHNIQUE OVERLOAD, BIAS FOR THE QUANTITATIVE, ISOLATION OF THE PLANNERS, ISOLATION FROM ORGANIZATIONAL OBJECTIVES, AND LACK OF LINE SUPERVISORS'S INPUTS

A plan is likely to fail through an inherent weakness of having covered too many aspects of personnel management at the very early stage of HRP in the firm or government office.

OVER-PLANNING

The use of so many techniques sometimes leads to the gathering of so much information. Then the techniques do not get to be applied effectively. This makes the techniques serve as a trap rather than a means for action.

TECHNIQUE OVERLOAD

There are planners in HRP who sometimes make the mistake of being drawn towards emphasizing the quantitative aspects of personnel management to the neglect of the qualitative side.

BIAS FOR THE QUANTITATIVE

When top management has a low regard for human resource activities and for the HR staff, they give little encouragement to HRP activities, ignore the plan and withdrawn support for plan implementation.

ISOLATION OF THE PLANNERS

When HRP is pursued for its own sake or for narrow viewpoint of concentrating on HRD, the effort leads to the formulation of a plan that does not interphase with organizational development.

ISOLATION FROM ORGANIZATIONAL OBJECTIVES

Any plan to develop the personnel and to improve the conditions of work must use the feedbacks from the line 'supervisors, since they are the ones who are handling the personnel in the organization.

LACK OF LINE SUPERVISORS' INPUTS

Four Basic Terms of Manpower Forecasting

LONG-TERM TREND, CYCLICAL VARIATIONS, SEASONAL VARIATIONS AND RANDOM VARIATIONS

It is usually done for a period of five years or more depending on the company operations and customer demands.

LONG-TERM TREND

This refers to reasonable and predictable movement that occur over a period of one year or more. This cyclical movement may be due to economic conditions, political instability, peace and order, loss in customer demands and societal pressures. These variations typically last for one to five years.

CYCLICAL VARIATIONS

- This is a reasonable prediction change over a period of one year. This covers firms who manufacture seasonal products and hire temporary workers for temporary increase in demand, like Christmas and other special occasions.

SEASONAL VARIATIONS

This is one occasion where there is no special pattern and it is quite difficult to predict or determine. The HR practitioner must be careful in his manpower forecast especially in the hiring of employees. Along this line, temporary workers are hired instead of regular workforce.

RANDOM VARIATION

It uses the organizations' current level of employment as the starting point for determining future staffing needs. The usual references point is the organizational structure pattern based on company production forecast on market and customer demands.

THE ZERO-BASE FORECASTING APPROACH

This forecast uses the progression upward methods from the lower organization units to ultimately provide the aggregate forecast of employment needs. The starting point is the number of current employees and the progress in operation requirements as the company improves its operation to meet increasing customer demand.

THE BOTTOM-UP APPROACH

This methods uses the past employment levels to predict future requirements. Predictor variables are known factors that have an impact on employment. Sales volume determines employment levels. As production increases, demand for manpower increases. It uses regression analyses to predict one item, which is known as the independent variable (current employment level) through the other item (sales volume) that is dependent variables

USE OF PREDICTOR VARIABLES

It is a technique for the testing of alternatives on mathematical models representing the real world situation. The purpose of this model is to permit the human resource manager to gain considerable insights into a particular problem before making actual decisions.

STIMULATION

The human resource planning process should be tied up with the organizational strategic goals. It must rest on solid foundation of information about sales forecasts, market trends, technological advances, and major changes in processes and productivity. Considerable effort should be devoted to securing reliable data on business trends and needs in terms of quantity and quality of labor as the basic input for human resource planning.

ORGANIZATIONAL GOALS

the second element in the planning process is the forecasting of human resource needs based on business trategies, production plans and the various indicators of change in technology and the organizations' operating methods. Forecasting is usually accomplished by utilizing historical data and reliable ratios.

HUMAN RESOURCE FORECAST

The third element in the planning process is maintaining accurate information concerning the composition, assignments and capabilities of the current workforce. This information includes job classification, age, gender, status, organizational level, rate of pay and functions. Employee information may also include the employee's resume, with such data as skills, education, training, career interest and other important personal data that could be used in the movement or transfer of the employee

EMPLOYEE INFORMATION

The fourth element of the human resource planning process is estimating the number of current employees and those that could be available in the future. By projecting the past data about the size, organization and composition of the workforce and about turnover, aging, and hiring, availability at a specific future data can be estimated. The result could paint the picture of the organization's current human resources and how they can be expected to evolve over time in terms of turnover, retirement, obsolescence, promotions and other relevant characteristics.

HUMAN RESOURCE AVAILABILITY PROJECTIONS

The fifth element in the human resource planning process is comparing what is needed with what is available in terms of numbers, mix, skills and technologies. The comparison permits the human resource manager to determine gaps and evaluate where the most serious mismatches likely appear.

ANALYZING AND EVALUATING HUMAN RESOURCE GAPS

It is the final component to the strategic management process. It is extremely important for the company to constantly monitor the effectiveness of both the strategy and the implementation process. The monitoring makes it possible for the company to identify problem areas and either revise existing structures or strategies or revise new ones. In this process, we see emergent strategies appear as well as the critical nature of human resources in competitive advantage.

STRATEGY EVALUATION AND CONTROL

HUMAN RESOURCE ROLE IN PROVIDING COMPETITIVE ADVANTAGE HR can provide strategic competitive advantage in two ways:

EMERGENT STRATEGIES AND INTENDED STRATEGIES

consist of strategies that evolve from the grassroots of the organization and can be thought of as what the organizations actually do. Most emergent strategies are identified with the people in lower level of the management hierarchy. It is usually the lower level rank and file employees who provide ideas for new markets, new products and new strategies being at the front line of operations. HRM should make sure that the information is systematically arranged and should contain the data needed.

EMERGENT STRATEGIES

are the results of the rational decision-making by the top management as they develop strategic plans. It is a pattern of plans that integrates an organization's major goals, policies and action sequences in a cohesive whole. The new focus on strategic HRM role is directed primarily on intended strategies. The task is to formulate business related issues relevant to strategy formulation and then development of HR systems that can aid in the implementation of the strategic plan.

INTENDED STRATEGIES

It is any organized approach to obtaining relevant and timely information on which to base human resource decisions. An effective HRIS is crucial to sound human resource decision-making. It is designed to provide information that is - SMART.

HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Information must be systematically arranged and contain the needed data.

SYSTEMATIC

The and information are essential tools for effective manpower planning, retention, development, and separation of employees.

MANAGEMENT ORIENTED

The data and information stored in file must be applicable in making human resource decisions. Irrelevant data must be discarded. Information must be updated from time to time to be relevant to the current manpower needs requirements. A manager must be able to rely on the accuracy of the information provided.

APPLICABLE

The results from the information and the decisions derived thereat must be both acceptable to management and the employees' concern. The end results must contribute to greater company productivity and employees' satisfaction

RESULT ORIENTED

Relevant human resource information are necessary for effective decision-making. The need for timely decisions are crucial to the effective management of human resources

TIME BOUND

An effective HRIS also produces and forecasts several important reports related to business operations, that includes;

ROUTINE REPORTS, EXCEPTION REPORTS, ON-DEMAND REPORTS AND MANPOWER FORECAST

These are human resource data summarized on scheduled bases, like current manpower status, regular employees, contractual employees, supervisors and managerial employees on a regular payroll.

ROUTINE REPORTS

This information may contain confidential data that are available only for managerial decision-making and needs immediate attention. This may pertain to violations of existing company rules and procedures, policies and management programs.

EXCEPTION REPORTS

Management may demand some reports for analysis. This may pertain to productivity index, individual performance records, and other information that may lead to downsizing, and other personnel actions.

ON-DEMAND REPORTS

applies to predictive models based on specific situations. This may cover increase or decrease in manpower requirements due to seasonal demand or increase customer orders. Human resource managers must be able to provide timely information and ready manpower to answer the need of the company operations.

MANPOWER FORECAST

The major human resource functions are:

STAFFING APPLICATIONS AND HUMAN RESOURCE PLANNING APPLICATIONS

This involves company specific applications in determining future employee turnover, growth rate and promotion patterns and other personnel movements.

HUMAN RESOURCE PLANNING APPLICATIONS

It refers to work-force labor supply and demand analysis or work-force profile analysis review.

WORK FORCE PROFILE ANALYSIS

Number of new hires, transfer and promotions, Number still needed in the future and those employees who are available to fill up job openings in the future.

WORK FORCE DYNAMIC ANALYSIS

This application pertains to information about employees who are about to retire, job classification of employees for promotions and those departments that lack basic skills for the job.

HUMAN RESOURCE PLANNING FOR DECISION MAKING

employee performance ratings, disciplinary actions, work-rule violations and the daily productivity index could now be stored in the computer database as bases for management decisions.

PERFORMANCE MANAGEMENT APPLICATION

These are used primarily to track down the need for employees training programs, courses to attend, certified skills and educational qualifications. Career applications assess the employees' career interests, work values and career goals.

TRAINING AND DEVELOPMENT APPLICATIONS

These include payroll, job evaluation, salary planning, and analysis of executive compensation planning and management benefits.

COMPENSATION AND BENEFIT APPLICATIONS

VITMOLOGY-PPT2

Anndrea S. Galupo · 22問 · 1年前

VITMOLOGY-PPT2