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The objective of human resource planning is to ensure the best fit between
employees and jobs, while avoiding manpower shortages or surpluses.
Human resource planning is a sub-system of the total organizational
planning. It constitutes an integral part of corporate plan and serves the
very purpose of organization in many ways. The primary purpose of human
resource planning is to prepare for the future by reducing organizational
uncertainty in relation to the acquisition, placement, and development of
employees. Human resources planning is done to achieve the optimum use
of human resources and to have the right types and correct number of
employees to meet organizational goals.
(4) With its help fast and accurate delivery dates are possible.
(9) It is most important tool of analysis and can help in providing better
wages to workers on scientific basis.
(10) Most accurate method and yet provides a sound basis for production
planning, control and incentives for man power.
1. Identify Crisis:
Many human resource specialists and the managers do not understand the
whole manpower planning process. Because of this, there is generally an
identity crisis. Till the specialists develop a strong sense of purpose,
planning cannot be effective.
Employees and trade unions resist manpower planning. They feel that the
planning increases their overall workload and regulates them through
productivity bargaining. They also feel that it would lead to widespread
unemployment, especially of unskilled labour.
5. Uncertainties:
8. Unbalanced Approach:
Job analysis is based on job data. Hence the question: how to collect job
related data? A variety of methods are available for collecting job data. The
method that was historically linked to the concept of job analysis was
Observation:
work. The job analyst on the basis of observation carefully records what the
worker does, how he/she does, and how much time is needed for completion
of a given task. This is the most reliable method of seeking first hand
information relating to a job. This method is suitable for jobs that consist
primarily of observable physical ability, short job cycle activities. The jobs of
However, the flip side of this method is that this method is not suitable for
jobs that involve unobservable mental activities reveal overlaps and grey
areas and have not complete job cycle. That it is time consuming is it’s yet
another handicap. Given these, the job analyst needs to be quite skilful in
Interview:
In this method, the job analyst directly interviews the job holder through a
structured interview form to elicit information about the job. This method is
feasible. By way of directly talking to the job holder, the interviewer job
analyst may extract meaningful information from the job holder about
his/her job. However the interview method is both time consuming and
possibility that bias on the part of the analyst and the job holder i.e., the
Questionnaire:
First, where the number of people doing the same job is large and to
personally interview them is difficult and impracticable.
Checklists:
The checklist method of job data collection differs from the questionnaire
method in the sense that it contains a few subjective questions in the form
of yes or no. The job holder is asked to tick the questions that are related to
his/her job. Checklist can be prepared on the basis of job information
obtained from various sources such as supervisors, industrial engineers,
and other people who are familiar with the particular job. Once the checklist
is prepared, it is then sent, to the job holder to check all the tasks listed in
the list he/she performs. He/she is also asked to mention the amount of
time spent on each task by him/her and the type of training and experience
required to do each task. Information contained in checklist is, then,
tabulated to obtain the job-related data. Like questionnaire method, the
checklist method is suitable in the large organisations wherein a large
number of workers are assigned one particular job. Since the method is
costly and, therefore, is not suitable for small organisations.
Critical Incidents:
This method is based on the job holder’s past experiences on the job. They
are asked to recapitulate and describe the past incidents related to their
jobs. The incidents so reported by the job holders are, then, classified into
various categories and analysed in detail. Yes, the job analyst requires a
high degree of skill to analyse the incidents appropriately described by the
job holders. However, this method is also time-consuming one.
Edwin B. Flippo has defined job analysis as the process of studying and
collecting information relating to the operations and responsibilities of a
specific job. The immediate products of this analysis are job descriptions
and job specifications”. Job analysis refers to the process of collecting
information about a job. In other words, it refers to the anatomy of the job.
Job analysis is performed upon ongoing jobs only. It contains job contents.
For example, what are the duties of a supervisor, grade II, what minimal
knowledge, skills and abilities are necessary to be able to adequately
perform this job? How do the requirements for a supervisor, grade II,
compare with those for a supervisor, grade I? These are the questions that
job analysis answers.
These are:
1. Job Description
2. Job Specification
Job Description:
Job Specification:
While job description focuses on the job, job specification focuses on the
person i.e. the job holder. Job specification is a statement of the minimum
levels of qualifications, skills, physical and other abilities, experience,
judgment and attributes required for performing job effectively. In other
words, it is a statement of the minimum acceptable qualifications that an
incumbent must possess to perform a given job. It sets forth the knowledge,
skills and abilities required to do the job effectively. Job specification
specifies the physical, psychological, personal, social and behavioural
characteristics of the job holders.
8. Job evaluation rates the job, not the workers. Organisations have large
number of jobs with specialisations. It is job evaluation here again which
helps in rating all these jobs and determining the wages and salary and also
removing ambiguity in them.
Role analysis is the process of defining a role in the context of its work
system, interims of expectation of important persons, detailing specific tasks
under each function, and elaborating the process, standards and critical
attributes namely knowledge, attitude, skill, habits (KASH) required for
effective role.
Issue of surplus:-
HRIS is the system which seeks to merge the activities associated with
human resource management (HRM) and information technology (IT) into
one common database through the use of enterprise resource planning
(ERP) software. The goal of HRIS is to merge the different parts of human
resources, including payroll, labour productivity, and benefit management
into a less capital-intensive system than the mainframes used to manage
activities in the past. Also called Human Resource Management Systems
(HRMS).
What are the challenges faced in implementing HRIS in a traditional
organisation?
Next, the one of the most significant challenge facing by the company to run
the Human Resource Information System (HRIS) is the cost to purchase and
implementation of a Human Resource Information System (HRIS) said by
William (2006). If the company is looking the cost to justify a HRIS new
system or upgrade one, they will much need new HRIS software. But for the
company already have a policy to cost justifying any new technology for their
produce and investment and this cause the company facing the lack capital
problem to purchase and implementation of HRIS. Besides that, HRIS
system represents a large investment decision for company of all sizes to
purchase and implementation this HRIS and this will become the challenge
that is the lack capital problem facing by the company. Therefore, some
company does not want to upgrade their HRIS system to a new one, even
some of the company still using the traditional way to operate their human
resource department. This situation will lead the company cannot get the
benefits from HRIS that is improved accuracy of information, the provision
of timely and quick access to information and the saving the costs of human
resource. So, having an HRIS system in the company are very important and
it can also bring a lot of benefits to the company and help to reengineer the
entire Human Resource (HR) function to work more effective and help the
human resource department can use full of HRIS advantages and the
company can operate properly too.
Besides that, the challenge facing by the company is the time that
employees and managers need to take to adapt the Human Resource
Information System (HRIS) said by K. Michele (2006). Although for the
company have already send the employees and managers who in certain
area of human resource department to training to use the HRIS, but the
employees and the managers need to take times to adapt the new system.
Even if the employees and managers know how to use the system, it will not
serve the company if they cannot perceive any benefits from its use said by
K. Michele (2006). Besides that, some employees are not good in using
computer, they will take very long time to adapt this new system even they
are trained employees. Not only that, by using the Human Resource
Information System (HRIS) will help to reengineer the entire Human
Resource (HR) function and this also need take time for employees and
managers to adapt this system. Some of their company's HRIS system are
lack flexibility will cause the employees and managers use more time to
adapt the system. Even this HRIS need some time for employees and
managers to adapt for it but HRIS still can bring a lot of convenient to
human resource department and it can help the company can operate
properly.
The last challenge that face by the company is the improper vendor that
provide the illegal copy of HRIS said by Pamela (2006). It is because the
HRIS is the latest technology for the company to operate the human
resource department and implementation HRIS are expensive, so many of
company willing to implementation the illegal copy of HRIS because the
improper vendor cost the company cheaper than others. The illegal copy of
HRIS possible have the virus that always make the system clash down then
the company need to ask the improper vendor repair it and improper vendor
can keep charge the company repair fees. Besides that, the illegal copy of
HRIS possible have the spyware that let the improper vendor have the
backdoor that allow the improper vendor can stole the information from the
company. So, for every company need to avoid buy the illegal copy from
improper vendor.
Case in point, have you ever played the game “telephone” with a group of
people? You know the one I’m talking about, where the objective of the game
is to successfully relay a message through a line of people without the
message being misheard or altered along the way. The first person whispers
a message to the ear of the next person in line until the last player
announces the message received to the entire group. In the end, it is not
common to hear the message in its orginal form. Errors typically occur
during the various retellings and as a result, the original intent of the
message is lost.
IMPLEMENTATION METHODOLOGY
Meeting project due dates and deadlines sounds so obvious, but I continue
to see clients and implementation partners miss target dates for their
respective project. Assembling the team on a regular basis to review project
deliverables, expectations and general project status is vital. What is the
point of setting due dates and deadlines if no one is going to be held
accountable? If deadlines aren’t being met, new achievable dates need to be
defined and mutually agreed upon. Along those same lines, the onus is on
the implementation firm’s project manager and executive sponsor to ensure
any project delays are brought to the client’s attention immediately. As little
as one week of delay can lead to significant milestone delays down the line.
We understand you may have articulated your project pain points over and
over to different people from each vendor you evaluated, but these
individuals are most likely not an integral part of your implementation and
therefore it is imperative that the assigned project manager of the chosen
vendor validates and verifies your pain points and assigns them based on
mutual agreement. Verifying and validating these pain points with the
executive sponsor and project team members will provide the clarity to get
the implementation off to a great start.
Merits:
4. The use of limited number of factors (usually five) ensures less chances of
overlapping and over-weighting of factors.
Demerits:
The method, however, suffers from the following drawbacks:
2. Using the same five factors for evaluating jobs may not always be
appropriate because jobs differ across and within organisations.
2. The factors considered for job evaluation sometimes overlap. The weight
age given to them and their reliability becomes questionable.
9. This system causes inflexibility. The demand and supply of labour is the
main cause for wage differentials.
10. There may be a conflict about the factors to be chosen for job evaluation.
Workers insist on the inclusion of some factors which they feel favourable to
them.
Discuss in brief the steps in HR Audit.
5. Firm up the audit plan.
Based on the organization's strategic plan, the first step in the strategic HR
planning process is to assess the current HR capacity of the organization.
The knowledge, skills and abilities of your current staff need to be identified.
This can be done by developing a skills inventory for each employee.
The skills inventory should go beyond the skills needed for the particular
position. List all skills each employee has demonstrated. For example,
recreational or volunteer activities may involve special skills that could be
relevant to the organization. Education levels and certificates or additional
training should also be included.
Forecasting HR requirements
The next step is to forecast HR needs for the future based on the strategic
goals of the organization. Realistic forecasting of human resources involves
estimating both demand and supply. Questions to be answered include:
How many staff will be required to achieve the strategic goals of the
organization?
Gap analysis
The next step is to determine the gap between where your organization
wants to be in the future and where you are now. The gap analysis includes
identifying the number of staff and the skills and abilities required in the
future in comparison to the current situation. One should also look at all
your organization's HR management practices to identify practices that
could be improved or new practices needed to support the organization's
capacity to move forward. Questions to be answered include:
There are five HR strategies for meeting your organization's needs in the
future:
1. Restructuring strategies
2. Training and development strategies
3. Recruitment strategies
4. Outsourcing strategies
5. Collaboration strategies
1. Restructuring strategies
3. Recruitment strategies
Recruiting new staff with the skill and abilities that your organization
will need in the future
For strategic HR planning, each time you recruit you should be looking at
the requirements from a strategic perspective. Perhaps your organization
has a need for a new fundraiser right now to plan special events as part of
your fund raising plan. However, if your organization is considering moving
from fund raising through special events to planned giving, your recruitment
strategy should be to find someone who can do both to align with the
change that you plan for the future.
4. Outsourcing strategies
Many organizations look outside their own staff pool and contract for certain
skills. This is particularly helpful for accomplishing specific, specialized
tasks that don't require ongoing full-time work.
5. Collaboration strategies
Once the strategies for HR in your organization have been developed they
should be documented in an HR plan. This is a brief document that states
the key assumptions and the resulting strategies along with who has
responsibility for the strategies and the timelines for implementation.
Implementing the strategic HR plan
Once the HR strategic plan is complete the next step is to implement it:
Ensure that the board chair, CEO and senior managers agree with the
strategic HR plan. It may seem like redundant step if everyone has been
involved all the way along but it's always good to get final confirmation.
Communication
Ensure that the actions you are considering are compliant with existing
laws, regulations and the constitution and bylaws of your organization.
Organizational needs
Whether you are increasing or reducing the number of employees, there are
implications for space and equipment, and on existing resources such as
payroll and benefit plans.
Evaluation
HR plans need to be updated on a regular basis. You will need to establish
the information necessary to evaluate the success of the new plan.
Benchmarks need to be selected and measured over time to determine if the
plan is successful in achieving the desired objectives.
The first step in the human resources planning process is to assess your
current staff. Before making any moves to hire new employees for your
organization, it’s important to understand the talent you already have at
your disposal. Develop a skills inventory for each of your current employees.
You can do this in a number of ways, such as asking employees to self-
evaluate with a questionnaire, looking over past performance reviews, or
using an approach that combines the two.
2. Forecast HR requirements
Once you have a full inventory of the resources you already have at your
disposal, it’s time to begin forecasting future needs. Will your company need
to grow its human resources in number? Will you need to stick to your
current staff but improve their productivity through efficiency or new skills
training? Are there potential employees available in the marketplace?
Demand forecasting
Supply forecasting
Recruitment
In the recruitment phase of the talent development process, you begin the
search for applicants that match the skills your company needs. This phase
can involve posting on job websites, searching social networks like LinkedIn
for qualified potential employees, and encouraging current employees to
recommend people they know who might be a good fit.
Selection
Hiring
Decide the final candidates for the open positions and extend offers.
After hiring your new employees, bring them on board. Organize training to
get them up to speed on your company’s procedures. Encourage them to
continue to develop their skills to fit your company’s needs as they change.
For more ideas on how to develop your own on boarding process, read our
blog post or customize this on boarding.
Keep your current employees and new hires happy by offering competitive
salary and benefit packages and by properly rewarding employees who go
above and beyond. Retaining good employees will save your company a lot of
time and money in the long run.
Performance management
Employee relations
Once your human resource management process plan has been in place for
a set amount of time, you can evaluate whether the plan has helped the
company to achieve its goals in factors like production, profit, employee
retention, and employee satisfaction. If everything is running smoothly,
continue with the plan, but if there are roadblocks along the way, you can
always change up different aspects to better suit your company’s needs.
A company’s mission, vision and values statements define its purpose and
give it direction. Human resources managers use mission, vision and values
in planning by incorporating these elements in recruiting, development and
retention practices. For example, if a company’s mission is to be a top-
quality producer of cookware nationwide, the human resources department
would focus on national recruiting of candidates experienced in cookware
manufacturing. If company vision includes becoming a world-class
employer, human resources must plan world-class employee development
and retention programs.
Environmental Analysis