The HR Planning Process
- Environment Scanning:
- Systematic monitoring of the external forces influencing the organization.
- Internal and external environment
- External: economic factors, technological changes (automation, robotics)
- Demographic changes: age, composition and literacy
- Political and legislative issues, laws, social concerns, child care, education, facilities and priorities
- Organization objectives and Policies:
- HR plan need to be based on organization objectives
- Number of employees, characteristics of employees
- Vacancies to filled by
- Promotions
- Hiring from outside
- Training and development objectives
- Union constraints, how to enrich jobs
- Downsizing to make it more competitive
- Level of automation ( production and operation)
- Adaptive and flexible workforce
- HR demand forecast:
- The process of estimating the quality and quantity of people required to meet future needs of organization
- Managerial Judgment
- Ratio trend analysis
- Regression analysis
- Work study analysis
- Delphi technique
- Flow models: time, categories(states), count annual movement(flows), probability of transition from one state to another
- HR supply forecast:
- Source of procurement
- From within and outside an organization, after making allowance for absenteeism, internal movement and promotions, wastage and change in hours
- The supply analysis covers:
- Existing human resource
- Internal source of supply
- External source of supply
- Skills and abilities
- Skills inventories
- HR programming:
- Personnel demand and personnel supply must be balanced
- Programming:
- Right employees
- At the Right time
- HR plan implementation:
- Converting plans into action
- Shortage: Recruitment and selection, T&D, retention, rewards, redeployment, succession plan
- Surplus: Restricted hiring, reduced hours, VRS, layoffs
- Control and evaluation:
- HRP plan should include budgets, targets, and standards
- Establish reporting procedure