HUMAN RESOURCE PLANNING

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2.1 DEFINITION
The

process through which organizational goals are translated into human resource objectives concerning staffing levels and flows rate.

HR Planning helps to assure: -Organizations are neither over/under staffed. -The right employees are placed in the right jobs at the right time. -Organizational and environmental change is anticipated and adjusted to with a minimum of cost. -There is direction and coherence to personnel activities.

2.2 OVERVIEW OF HR PLANNING

HR Planning Process: Situation analysis or environmental scanning -HRM and strategic planning initially interact.
-The management reviews the environmental changes, the develops their strategic plans to adapt to these changes.

Forecasting demand for Human Resources -Process of estimating how many and what kinds of employee
will be needed to meet the organizations objectives.

-Methods often used are:

Estimated based on managers experience, opinions and calculations. -Simplest and most commonly used. -Forecasts based on personal judgments. Statistical methods -Normally used by large organizations through HR specialists. -Some technique are simple extrapolation, regression analysis and econometric models. Work-study methods -Systematic analysis of work in terms of people, skills, materials and machines. -Suitable for estimating human resource requirements for work that is directed towards end products.

Forecasts based on measures of productivity -Based on the relationship between a factor related to employment and employment itself.

Analysis of the Supply of Human Resources

-Determines how many and what kinds of employees are needed in terms of skills and training necessary for the future. -Information used to analyze the current and future supply of human resource are: Operational functions -Records are made about employee functional units. Occupations -Employees are categorized according to occupational groups

Status and skill levels -Further distinction in the occupational groups to show the current status and skill levels. Other specific categories -Includes information such as qualifications of employees, records of employees under training and age group distribution.

Development of Plans for Action

-Planning is based on the information provided in the earlier stages and it involves: Matching the forecasts for supply and demand. Identifying key areas essential to the achievement of objectives. Actions for shortage of employee Actions for surplus of employee. Monitoring the system and apply corrective measures.

2.3 PLANNING HR PROGRAMS

Planning for Shortages -When HR demands exceeds internal supply and

unemployment rate is low. -Alternatives for planning: Create qualified workers. Recruit retiring employees. Identify courses of turnover. Pay over-time for extra hours. Hire temporary workers.

Planning for Surplus -When forecasts show that internal supply of HR exceeds
demand. -Alternatives in planning: Do not replace employees who retire/leave. Offer incentives for early retirement. Reassign excess employees to departments who need extra workers. Use slack time for employee training. Reduce work hours. Lay off workers.

Planning for A New Establishment -Need advance planning.

Hire a HR specialist. HR specialist calculate the needed number of employees. Estimate the number of applicants. Consider the sources of applicants. Give special attention to problem areas. Plan for their training and schedule their starting dates. Hire middle managers and train them. Hire supervisors and train them. Get supervisors to train their own workers. Start the business.

Managerial succession Planning -To produce successful top managers

Need to include top managements and commitment to give high level review of succession plans. Plans should center on especially important jobs and should identify correctly the skill requirements of the jobs Most managerial succession planning systems rely on a committee of high level managers to identify high potential candidates and plan development activities for them. Involve identification of viable near-term replacements for important position.

Career Planning -The steps involved are:

Self assessments Gather information about different job opportunities and potential career paths. Formulate career goals and plan for achieving them. Need employer involvement because: -They have better information on internet career paths. -A large percentage of employees can be included to plan. -Plans can be more realistic in view of future.

2.4 ESTABLISH QUALITY HR

Job analysis

The procedure for determine the duties and skill requirement of a job and the kind of person who should be hired. Information is than use to develop job description and job specification.
Used for other purposes besides for recruitment and selection.
Compensation purpose : compensation depends on qualification, skill safety hazards, responsibilities and job groups For performance appraisals : compares each employees actual performance with his/her performance standard.

Other uses of job analysis

CONT.
To design training and development programs : resulting job description show the skill and therefore the training required. To ensure complete assignment of duties : make sure the employees are assigned with the complete duties required for a particular post.

STEPS IN JOBS ANALYSIS

Step 1

How the purpose of the information to be used. This will lead to the determination of data collection.

Step 2
Review relevant background information such as organization chart and job descriptions. Organization chart : shows the organization wide division of work, how each job related to another and where the job fits in the overall organization. It also show the position of each employee and the lines of communication and authority

CONT

Step 3

Select representative position to be analysis. This is done when many similar jobs are to be analysis.
Analysis job by collecting data on job activities, required employee behaviors, working conditons, and human traits and abilities needed to perform the job. Review the information with job incumbents. The job analysis information should be verified with the worker performing the job and with her immediate supervisor.

Step 4

Step 5

METHODS OF JOB ANALYSIS

I.

Interviews

Individuals, group interviews, supervisor interview.

II. III. IV. V.

Questionnaires
Employees fill in Questionnaires relating to their job duties and responsibilities.

Observations
For jobs which involve with observable physical activities.

Participants dairy/ log books

Written by the employees

Quantitative technique
Position analysis, the department of labor approach and functional job analysis

JOB DESCRIPTION
Product of job analysis and consists of list of a jobs duties, responsibilities, reporting relationships, working condition, and supervisory responsibilities. Give the employees a sense of purpose and to enable his/her immediate superiors to appraise performance.

The some of the items normally included in the job descriptions are :

Job tittle including the wage. Summary of the job describing the purpose of the job and what output are expected. The equipment or tools and information required for effective performing the job. The environment or the working condition of the job. The activities included in the job duties.

JOB SPECIFICATION
A product of job analysis which evolves from job description. It consists of a list of a jobs human requirements. The requisite education, skills, personality.

Guidelines in determining the job :

Identify all job tasks The necessary skills for performing each of the job task identify must be specific by a panel of experts, Rate the importance of each skills. Identify any other characteristics necessary for performing the job. Specifically link each skill that has been identified to each job task.

2.5 THE RECRUITMENT PROCESS

Definition : The process which the organization locate and attract individuals to fill job vacancies . continuous process whereby new employees needed to replace those who leave / promoted , to permit organizational growth .

2 TYPES OF HR SPECIALISTS NEEDED

must work closely together through out the process of seeking new employees . 1) The Recruiters One who are specialize to seeking and screening the new employees . Make recruiting decisions for some low-level jobs , but ordinarily they locate , evaluate and then refer the most qualified candidates to the manager in whose unit the vacancy has occurred . 2) The Hiring Managers Manager - makes the final say about who to hire . Responsible in giving information about the job requirements to be filled .

STEPS IN THE RECRUITMENT PROCESS

1. 2. 3.

4.
5.

Determine Vacancies - derived from organizational objectives and HR plan . Consider the sources of recruitment -govermental agencies , institutional agencies . Prepare and publish information - The organization , the job , personal details , education and qualification . Job advertisement / Application form Notify the applicants

APPLICANTS PERSEPECTIVE OF THE RECRUITMENT PROCESS

Job Searh Use more than 1 method to search a job . Making many contact . Can reduce duration of being unemployment .
1.

2. Job Choice a) Objective Factor Approach - pay , location , opportunity for advancement . b) Subjective Factor Approach ( applicants evaluate firms based on perception ) - suits emotional needs . c) Recruiting Factor Approach - job seekers do not have enough info in relation to either objective / subjective factors .

EVALUATION OF RECRUITMENT

2.6 THE SELECTION PROCESS

Definition : Selection is the process of choosing the most qualified applicant recruited for a job .

SIX STEPS INVOLVED

1)

Application Form / Resume The data the applicant provides are compared to the job specification to make sure they are match . Then the applicant can proceed to the next step .

2) Screening Interview The purpose is to select the top candidate who will continue to the selection process . These helps to save time in choosing the qualified applicant .

3) Testing used to predict job success when they meet the EOQ guidelines for validity and reliability . Including : achievement tests aptitude tests personality tests interest test physical examinations .

4) Background and References Check To prevent poor hiring decisions and negligent hiring liability by instituting a reference checking to check and verify information on the candidate's application .

5) Interviewing Most heavily weighted selection criterion . The final hurdle in the selection process Interview - give the candidates chance to learn about the job and organization . - give manager a chance to learn about the candidate's ability to communicate , personality , appearance and motivation .

6) Hiring The managers compare the candidates w/out bias , and decide who is the best suited for the job . The candidate will then contacted and offered the job