Determining (net) HR requirements

12. Transfers and promotions, can be estimated by taking into account such factors as the ages of individuals in specific jobs and the requirements of the organization

13.
14. 15.

Individuals with potential for promotion can and should be identified

Planned training and development experiences should also be considered when evaluating anticipated changes By combining the forecast for the human resources needed with the information from the skills inventory and from anticipated changes, managers can make a reasonable prediction of their net human resource requirements for a specified time period.

Developing Action Plans

1. 2. 3. 4. If the net requirements indicate a need for additions, plans must be made to recruit, select, orient, and train the specific numbers and types of personnel needed. If a reduction in human resources is necessary, plans must be made to realize the necessary adjustments Reducing the total number of employees is referred to as downsizing [There are four basic ways to downsize: (1) layoffs, (2) terminations, (3) early retirement inducements, and (4) voluntary resignation inducements] Approaches that do not result in employees leaving the organization: 1. Reclassification involves either a demotion of an employee, downgrading of job responsibilities, or a combination of the two. 2. A transfer involves moving the employee to another part of the organization 3. Work sharing seeks to limit layoffs and terminations through the proportional reduction of hours among employees

Organizational and HR planning

Tools of HRP
1. 2. Succession planning: Technique that identifies specific people to fill future openings in key positions throughout the organization Organization replacement chart: Chart that shows both incumbents and potential replacements for given positions within the organization

3.
1. 2. 3. 4.

Commitment manpower planning (CMP): A systematic approach of HR planning designed to get managers and their subordinates involved in HR planning CPM generates three reports
The supply of employees and the promotability and placement status of each; The organizations demand, arising from new positions and turnover and projected vacancies for each job title; and The balance or status of supply versus demand, including the name, job and location of all those suitable for promotions Organizational Vitality Index (OVI): used in HR planning to measure the organizations HR vitality as measured by the presence of promotable personnel and existing backups

Factors Affecting the Time Frame of HRP

Forecast Factor Demand Short Range (0~2 Years) Authorized employment including growth, changes, and turnover Intermediate Rage (2~5 Years) Operating needs from budgets and plans Long Range (Beyond 5 Years) In some organizations, the same as Intermediate, in others, an increased awareness of changes in environment and technology essentially judgmental.
Management expectations of changing characteristics of employee and future available human resources Management expectations of future conditions affecting immediate decisions

Supply

Net needs

Employee census less expected losses plus expected promotions from subordinate groups Numbers and kinds of employees needed

HR vacancies expected from individual promotability data derived from development plans Numbers, kinds, dates, and levels of needs

The Hiring Process

Recruitment

Selection

Socialization

Relationships among Job Analysis, HR Planning and Selection

Job analysis
Number and requirement of specific jobs

Human Resource planning

Number of specific jobs to be filled

Recruitment
Pool of qualified applicants

- Sources ? - How are qualified candidates to be recruited? - Recruiters? - Inducements?

Selection