Professional Documents
Culture Documents
Informal Formal
Reactive Proactive
Inflexible Flexible
II. ORGANIZATIONAL GROWTH CYCLES & PLANNING
• Embryonic stage – No personnel planning
• Growth stage – HR forecasting is essential
• Maturity stage – Planning more formalized & less
flexible
• Declining stage – Planning for layoff, retrenchment &
retirement
III. ENVIRONMENTAL UNCERTAINITIES
• Political, social & economic changes
• Balancing programmes are built into the HRM
programme through succession planning, promotion
channels, layoffs, flexi time, job sharing, retirement,
VRS, etc….
IV. TIME HORIZONS
• Short-term & Long-term plans
V. TYPE & QUALITY OF FORECASTING INFORMATION
• Type of information which should be used in making
forecasts
VI. NATURE OF JOBS BEING FILLED
• Difference in employing a shop-floor worker & a
managerial personnel
VII. OFF-LOADING THE WORK
ENVIRONMENT
ORGANISATIONAL
OBJECTIVES AND POLICIES
HR PROGRAMMING
HRP IMPLEMENTATATION
CONTROL AND
EVALUATION OF PROGRAMME
SURPLUS SHORTAGE
RESTRICTED HIRING RECRUITMENT
REDUCED HOURS AND SELECTION
VRS, LAY OFF, etc
Turnover rate
No of seperations during one year × 100
Avg no of employees during the year
Conditions of work and absenteeism.
Absenteeism is given by
no of persons – days lost ×100
Productivity level
IfShortage of employees
- Do-
Hire new full-time employees
Offer incentives for postponing retirement
Re-hire retired employees on part-time basis
Attempt to reduce turnover
Bring in over-time for present employees
Subcontract work to another company
Hire temporary employees
Re-engineer to reduce needs
If surplus of employees is expected
-Do-
Do not replace employees who leave
Offer incentives for early retirement
Transfer or reassign excess employees
Use slack time for employees training or
equipment maintenance
Reduce work hours
Pay off employee
It covers no. of trainees required
It necessary for existing staff
Identification of resource personal for
conducting development programmes
Frequency of training and development
programmes
Budget allocation
Retraining and redeployment:
New skill should be imported to existing
employee
Retention plan:
Compensation plan
Performance appraisal
Employees leaving in search of green pastures
The induction criss
Shortages
Unstable recruits
Who is to be redundant and where and when
Plans for re-development or re-training
Steps to be taken to help redundant
employees finding new jobs
Policy for declaring redundancies
Programme for consulting with unions or
staff associations
Analysis of demand
Audit of existing executives
Planning of individual career path
Career counseling
Accelerated promotions
Performance related training and
development
Planned strategic recruitment
Filling the openings
Establish the reporting procedures
Identifying who are in post and those who
are in pipe line
It should report employment costs against
budget and trends in wastage and
employment ratios
Institute of Applied Manpower Research