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Right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives In light of the organizations objectives, corporate and business level strategies, HRP is the process of analyzing an organizations human resource needs and developing plans, policies, and systems to satisfy those needs
HRP Process
Interfacing with strategic planning and scanning the environment Taking an inventory of the companys current human resources Forecasting demand for human resources Forecasting the supply of HR from within the organization and in the external labor market
2
Human Resource Programs
3
Feasibility Analysis
4 5
HRP Model
Strategic Human Resource Planning
Links 1 & 5: HR objectives are linked to organizational objectives and planning
Designed to insure consistency between organization's strategic planning process and HRP.
So objectives of strategic plan are feasible and HR programs are designed around what organizational objectives and strategies
2
Human Resource Programs
3
Feasibility Analysis
4 5
Develop staffing for new installation Production workers Supervisors Technical staff Other managers
Recruit skilled workers Develop technical training programs Transfer managers from other facilities
4
Develop new objectives and plans
(availability)
Choose HRM programs (supply) Involves forecasting or predicting effect of various HR programs on employee flowing into, through and out various job classifications. First determine how well existing programs are doing then forecast what additional programs or combination of programs will do
Determine Feasibility
Links 3 & 4
Capable of being done
Requires knowledge of programs, how programs fit together and external environmental constraints (e.g., labor force, labor unions, technology created skill shortages) and internal environmental constraints (skill shortages within the organization, financial resources, managerial attitudes, culture)
HRP in practice is usually less rational and may omit one or more of the steps
May lack knowledge required for forecasting Incorrect assumptions about effectiveness of HR programs Does not engage in strategic planning
SUPPLY FORECASTING
External programs
Promotion
Transfer Career planning
Recruiting
External selection Executive exchange
Training
Turnover control
Internal supply forecast External supply forecast
Demand Forecasting Information Organizational and unit strategic plans Size of organization Staff and Managerial Support Organizational design
System Sophistication
Organizational size
large organizations require more complex forecasting systems and likely to have the required skilled staff complex career paths and diverse skill requirements lead to more complex forecasting systems
the greater the gap between current HR situation and desired HR situation the more sophisticated the system
the complex the plans are the more complex the forecasting system
many new competitors, changes in technology, changes in social, political and economic climate, unstable product demand