Human Resource Planning. CHAPTER. 2. INTRODUCTION. Human resource planning is the most important managerial function of an organization. It ensures. The purpose of this chapter is to describe how human resource planning works, As defined by Bulla and Scott (), human resource planning is 'the. o Exit Surveys / Interviews o Attraction and Recruitment Strategies – Public Service Commission. STRATEGIES. HUMAN RESOURCE PLANNING – Reference.

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    Human Resource Planning Pdf

    HR Response to Organisational Change. 1. Human Resource Planning: An Introduction. P Reilly. IES. Report RSupported by the IES. Research. Club. For free study notes log on: Biyani's Think Tank. Concept based notes. Human Resource Planning. MBA Part-III. Megha Maheshwari. The overall purpose of human resource management is to: Modern human resource planning concerns the forecasting of the organization's human resource .

    Armstrong has modified the phases of traditional human resource planning to reflect aims more appropriate for contemporary circumstances. It also differs from the traditional approach in its emphasis on the internal labour supply. The key stages of the model are shown in Figure. A fundamental difference between this model and the traditional HRP model is the underlying assumption that much of the process might be rather vague: It cannot be assumed that there will be a well-articulated business plan as a basis for the HR plans. The business strategy may be evolutionary rather than deliberate; it may be fragmented, intuitive and incremental. Resourcing decisions may be based on scenarios that are riddled with assumptions that may or may not be correct and cannot be tested. Resourcing strategy may be equally vague or based on unproven beliefs about the future. It may contain statements about, for example, building the skills base, which are little more than rhetoric. Armstrong, Such statements could lead one to question whether there is any point to the process at all! However, this does suggest that any plans inevitably have to be tentative, flexible and reviewed and modified on a regular basis. HRP — A contemporary approach Business strategy The first key element of this model is business strategy. Strategy has been defined as: Business strategy can be either deliberate or emergent Whittington,

    Human resource planning – a contemporary approach - HR Management

    This will involve analyzing the HR strength of your organization across factors including employee numbers, skills, qualifications, experience, age, contracts, performance ratings, titles, and compensations. Step 2: Forecast future HR requirements You will then need to look at the future HR needs of your organization and how human resources will be applied to meet these organizational goals. HR managers will typically look at the market or sectoral trends, new technologies that could automate certain processes, as well as industry analysis in order to gauge future requirements.

    Of course, there are a number of factors affecting human resource planning such as natural employee attrition, layoffs, likely vacancies, retirements, promotions and end of contract terms.

    Steps in Human Resource Planning (explained with diagram)

    Above all of this, you will need to understand the goals of the organization: are you entering a new market, launching new products or services, expanding into new areas. Forecasting HR demand is a complex task based on several dynamics. Being informed and having a seat, or at least an ear, at boardroom level is essential if you are to make accurate HR projections. Step 3: Identify HR gaps An effective human resource plan walks the fine line between supply and demand.

    By assessing the current HR capacity and projecting future requirements you should have a clear picture of any gaps that exist.

    Using your HR forecast you can better judge if there will be a skills gap, for example. The first step of human resource planning is to identify the company's current human resources supply. In this step, the HR department studies the strength of the organization based on the number of employees, their skills, qualifications, positions, benefits, and performance levels.

    The second step requires the company to outline the future of its workforce. Here, the HR department can consider certain issues like promotions, retirements, layoffs, and transfers—anything that factors into the future needs of a company.

    The third step in the HRP process is forecasting the employment demand. HR creates a gap analysis that lays out specific needs to narrow the supply of the company's labor versus future demand.

    Human resource planning – Process steps

    Should employees learn new skills? Does the company need more managers? Do all employees play to their strengths in their current roles?

    The answers to these questions let HR determine how to proceed, which is the final phase of the HRP process. HR must now take practical steps to integrate its plan with the rest of the company. The department needs a budget, the ability to implement the plan, and a collaborative effort with all departments to execute that plan.

    Common HR policies put in place after this fourth step may include vacation, holidays, sick days, overtime compensation, and termination policies. The goal of HR planning is to have the optimal number of staff to make the most money for the company.

    Key Takeaways Human resource planning is what a strategy used by a company to company maintain a steady stream of skilled employees while avoiding employee shortages or surpluses. Having a good HRP strategy in place can mean productivity and profitability for a company. There are four general steps in the HRP process: identifying the current supply of employees, determining the future of the workforce, balancing between the supply and demand, and how to implement the plans.

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