The process of systematically reviewing human resource requirements to ensure that the number of employees matches the required skills

The process of matching the internal and external supplies of people with job openings anticipated in the organization over a specific period of time

Is the determination of the overall organizational purpose and goals and how they are to be achieved

Is the integral component of strategic plan which greatly affects productivity and organization performance

Two important components of human resource planning

Forecasting this involves determining the number and types of employees need

When employee requirements have been analyzed the firm determines whether there is a surplus or shortage of manpower

This approach involves listing of all the skills possessed by the workforce and they are made to relate to the requirement of the organization

This technique requires detailed information of the experience and training of every individual in the organization

This is a technique wherein the personnel who are promotable to the higher position or identified together with their backup or understudy

To accomplish this recruitment must support the backup requirements at the same time training must be done to develop the back up ratio

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

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 replacement

This technique involves the supervisor and personnel in every component of the organization on the identification of manpower needs in terms, skills, replacement, policy, working condition and promotion

This approach takes into consideration the different components of the old plan and increase them

Is usually done for a period of 5 years or more depending on the company operation and customer demands

Refers to reasonable and predictable movement that occur over a period of one year or more

This is a reasonable prediction change over a period of 1 year. This cover firms who manufacture seasonal products and higher temporary workers for temporary increase in demand

This is one occasion where there is no special pattern and it is quite difficult to predict or determine

It uses the organization's current level of employment as the starting point for determining future staffing needs

This forecast uses the progression upward method from the lower organization units the ultimately provide the aggregate forecast of employment needs

This method uses the past employment levels to predict future requirements

It is a technique for the testing of alternatives on mathematical models representing the real world situation

Consists of strategies that evolve from the grassroots of the organization and can be taught of as what the organization's actually do

Are the results of the rational decision making by the top management as they develop strategic plan

It is a pattern of plans that integrate an organization's major goals policies and action sequences in a cohesive whole

Information must be systematically arranged and contain the needed data

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

The data and information stored in file must be applicable in making human resource decisions

Irrelevant data must be discarded

Results from the information and the decisions derived must be both acceptable to management and the employees concern

Relevant to human resource information are necessary for effective decision making

These are human resource data summarized on scheduled bases

This information may contain confidential data that are available only for managerial decision making and needs immediate attention

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

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

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

It refers to workforce labor supply and demand analysis or workforce profile analysis review

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

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

Employee performance ratings disciplinary actions work rule violations and the daily productivity index could now be stored in the computer database as basis for management decisions

These are used primarily to track down the need for employees training programs courses to attend certified schools and educational qualifications

This includes payroll job evaluation salary planning and analysis of executive compensation planning and management benefits

Organized approach to obtaining relevant and timely information on which to base human resource decision