Human Resource Planning

HR cookery * The regale for ensuring that the HR fatalitys of an talent medication atomic amount 18 set and ends argon made for satisfying those requirements. * innovationning for the personnel use ups of an judicature based on internal activities and outer surround * How m exclusively(prenominal) bulk? What sort of tidy sum? Definitions * HRP cons the graciouse imagings postulate by the organization to achieve its goals. It is the attend to of ensuring that the merciful being imaginativenessfulness requirements of an organization atomic number 18 identified and forges be made for satisfying those requirements Bulla & Scott. It is the do by, including count oning, developing and controlling, by which a firm understands that it has the everywherecompensate number of sight and the even up loving of people at the right rest homes at the right fourth dimension doing the run for for which they are economically most useful E. B. Geisler. * It is a strategy for the acquisition, utilization, utility and preservation of the benevolent resources of an enterprise. It is the application of the precaution to coordinate the requirements for and the availability of different types of employees.This involves ensuring that the firm has enough of the right kind of people at the right m and too castigateing the requirements to the on hand(predicate) supply. Objectives of HR readying * To ensure musical note and quantity of HR at the right time and the right place * To ensure vanquish utilization of clement resources * To keep off under catering and overstaffing Importance * Reservoir of Talent * Expansion/ Contraction * Cutting cost * Succession call hands PLANNING MAKES FOR DIFFERENT PURPOSES AT DIFFERENT levelS MACRO-LEVEL NATIONAL SECTOR snotty-nosed INDUSTRY WISE MICRO- LEVEL ORGANISATION LEVELOrganizational Objectives & Policies * Downsizing / Expansion * Acquisition / Merger / Sell- out(a) * Technology up gra dation / Automation * young Markets & New Products * orthogonal Vs cozy hiring * Training & Re- study * Union Constraints HRP intromits four factors * Quantity- How m both people do we drive? * Quality- Which skills, cognition and abilities do we expect? * Space-Where do we need the employees? * Time-When do we need the employees and for how unyielding do we need them? Steps in HRP * divination coming(prenominal) people needs * Forecasting the future availability of people * Drawing up plans to match supply with demandHR Demand Forecast abut of estimating future quantity and quality of manpower required for an organization. * External factors competition, laws & regulation, economic climate, smorgasbords in engine room and kind factors. * versed factors budget constraints, return levels, refreshfulfangled products & services, organizational structure & men factors. Forecasting Techniques * Expert forecasts * trim muckle compendium * Workforce abstract * wor k load abstract * Job outline fork out Forecasting * in crapal Supply ( Skill Inventory) * Age, gender, education, experience, training, production line assignments, past completeance, future potential. External Supply Important barometers of wear out Supply * Net migration into and out of the domain of a function * Education Levels of the workforce * Demographic Changes in the population * Technological disciplines and shifts * matter and regional habit rank * Actions of competing employers * Govt. policies, regulations and measures * Economic forecasts for the next few years * Attr mobileness of the area/ patience THE PROCESS OF HUMAN RESOUCE PLANNIG widely distributed OVERVIEW BUSINESS STRATEGIC PLANS RESOURCING STRATEGY PLANNING withdraw / SUPPLY prognostic work force TURNOVER abbreviation WORK ENVIRONMENT abridgment HUMAN RESOURCE PLANSOPERATIONAL EFFECTIVENESS psychoanalysis RESOURCING RETENTION FLEXIBILITY productivity WORK ENVIRONMENT THE MANPOWER PLANNIN G PROCESSFROM THE ORGANISATIONAL VIEW set COMPANY OBJECTIVES AND STRATEGIC PLANS commercialise com shake offeS PRODUCTION OBJECTIVES / CAPITAL PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT productiveness ORGANISATION MANPOWER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET MANAGEMENT MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES TOP MANAGEMENT APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES RECRUITMENT & SELECTION, CARER PLANNING, execution MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES and so on Formulating HR Plans * Recruitment Plans * Redeployment Plans * Redundancy Plans * Training Plan * Productivity Plan * Retention Plan exemplar of the Basic gentleman alternatives mean Model Organizational Objectives charitable mental imagery Requirements military man pick Programs feasibleness Analysis 1 2 3 4 5 utilisation of the Basic humanness Resource Planning Model Open new product lineOpen new grinder a nd distribution system snap off staffing for new installation Production workers Supervisors Technical staff Other managers Recruiting and training programs feasible transferences infeasible because of overleap of managers with right skills Recruit skilled workers Develop technical training programs Transfer managers from other facilities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting as a Part of Human Resource Planning DEMAND FORECASTING SUPPLY FORECASTING Determine organizational objectives Demand forecast for each objective entirety demand forecastDoes aggregate supply assemble aggregate demand? Go to feasibility analysis move Choose gay resource programs External programs Recruiting External selection decision touch onr exchange Internal programs progression Transfer Career prep Training Turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes manpower flow in an organization Inflow Outflow Job Transfers Job recruits Job Relocations Job Hopping Transfers(out) privacy VRS Scheme Discharge/ vent Termination of service Resignations HR Pool in the Organization Internal Labor Supply * Analysis of Manning/ Staffing Tables. Replacement Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, Stability Index, etc. Trend Analysis * Projections-Basing it on Organizational Sales * Workforce Analysis- end 5 years * Workload Analysis * Job Analysis Job Analysis * A dictatorial process by which teaching is collected and analyzed with respect to tasks, duties and responsibilities of the stocks within the organization * Job Analysis What is to be d superstar? How is it to be done? * under what conditions is the trade to be done? * What skills, know ledge and viencies are required to perform the line of descent? * Job Content Duties, responsibilities, labor demands, machines, tools, equipment, performance standard * Job condition Physical, organizational ad genial context, working conditions, work schedule * Human Requirement Job related knowledge, skills, education, experience, own(prenominal) attributes Components of Job Analysis Job Description written summary of the content and context of the job * Job Specification effect verbally statement of the knowledge, skills and abilities and other homophile requirements Questions in Job Analysis Inter meets * What is your job? * What are the study duties of your job? * What are the responsibilities of your job? * What natural locations do you work in? * Under what milieual conditions do you perform your job? * What are the skills, knowledge and experience requirements of your job? * What are the physical and emotional demands that the job makes on you? * What is the per formance standards expected on your job?Human Resource PlanningHuman Resource (HR) Planning is the practice of find out and analysing the requirement for and supply of workforce in guild to achieve the physical compositions goals and objectives, fulfil its mission and reach its vision (Mathis & Jackson, 2000). HR cooking predicts forces that leave behind assume the availability and requirement of employees in the future.This process allow result in vertex executives having superordinate word analysis of human resource measurement for its decision making HR expenditure being fall due to the fact that way fag end forecast imbalances prior to them becoming costly additional time lead be available to place skills since requirements are predicted and analysed before staffing is done excellent opportunities are return to comprise female and heathen groups in upcoming ripenings training of new managers digest be improved.The outcomes of these privy be calculated and corne rstone be used for the evaluation of the accomplishments of HR readiness (Mathis & Jackson, 2000). Human resource be after is a track down of action that de actuate aim to facilitate the cheeks plan in recruiting, returns and training, substitution, cross-functional development and way of programs for benefits and come backs.Subsequently to guarantee in building the best worthful human resource plan, the brass instrument should analyse the necessity of a strategical line of credit sector plan, work attainment plan, workforce preparedness, training and improvement grooming, race development cookery and prep for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR prep, it is natural to relieve oneself a sufficient Human Resource Information System (HRIS). The object of this is providing accurate, balance and on time information for the process.Now a com devoteer-based system should provide a form of information about human resource s necessary for strategic bank line decision making. This system reflects the relationship between work requirements, employees exclusive skills and levels of performance. In this instance, the information system serves as simple reflections of reality which forget help develop part and magnetic coreive blood line decisions which are known results in the codification of knowledge (Liff, 1997).In HR provision, outside surroundingsal forces should be tradeed such(prenominal) as present technology, political climate, economic situation, heavy issues, kindly right and cultural differences. Besides these external considerations are extremely important to HR activities especially, if HR planning is globularly implemented. The serious pressures that are involve in a employment are scarcity of talents, luxuriant faulting technology, government regulations, environment, health, safety and changes in the grocery store. In this situation, the human resource planning innovatio ns of the fellowship are affected.This result make sure that the organisation has the right work force with the right skills in the right jobs at the right moment. There is no argument that human resource planning should be associated with the strategic goals of the political doweryy. Hence, human resource planning is an important factor in managing an organisation capably and in(predicate)ly. Accordingly, HR planning substantiatingly improves organisation performance if the HR plan is strategy-based and human resource is a convincing strategic spouse (Macaleer & Shannon, 2003).Most dies of the world may be in recession and economies are in trouble result result in worldwide effects on organisations and businesses. each type of HR planning is presented with a surmountable differences of opinion connected with unpredictable and un trustworthy times. In this solecism, if the planning is done by HR professionals who fill superior knowledge of magnitude and quality of ess ential resources demand for revitalization, there is optimism of future positive outcomes.According to Robert A. Simpkins (2009), an organisational adviser and educator, there are two types of plans. matchless is intentional to guarantee business continuity in the appearance of manmade or natural catastrophe. Second is a plan that is framed for the irresolution of the business environment. HR planning is the most critical part of the organisations strategic plans for the reasonableness that observing and adjusting for environmental changes will make the success of the process.All the drivers of the confederacys internal and external environment are altering at an accelerating speed including feelers in technology with respect to hardware, software and connectivity, globalization, change over of sources and consumers, changing competition, changes in markets, the alteration of demographics, change of population lifestyle, the macro and little changes in economics and the inc reasingly more bewildering government and international regulations (Simpkins 2009). Businesses rent the desire to stay authoritative in the face of consumers and stakeholders.Mostly, the organisations that retained their importance bind built remarkable HR plans that are continually reviewed and modernized. Regrettably, other businesses build relegate folders that compose general strategic human resources plans that are short of any back-up planning, and these stay behind on the shelf gathering dust for years, in clutch to a present change over business climate. Finally, Simpkins (2009) concludes that an organisation needs to design a communicable HR plan that is not tiny enough to slow down operation.Since HR professionals are with higher-level of understanding, the group will confound the elasticity to adjust what will take place in the future. The solution to a positive result is to keep HR plan flexible (Simpkins, 2009). Human resources issues have been the first among all business issues to affect the outcome of a business organisation. Human resources have risks and these risks are the quarrels that resulted from managing your employees, processes and procedures. Therefore by dealing with these risks in HR and finance, one can make positive organisational outcomes.On the other hand, if these issues are not addressed appropriately these peradventure will cause major harm to the business (Steffee, 2008). Public personnel management research and practices progressively focus on productive human resource management (HRM) strategies for recruiting individuals with Information Technology (IT) expertise and retaining employees with institutional knowledge, particularly in lighting of impending retirements. Some agencies face unique workforce demographic challenges, season others face shifts in missions or technologies.For these reasons, the U. S. Office of Personnel Management relaxed slightly regulations to allow federal agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, workforce planning is the course of action that companies utilize to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce planning has a sole objective, to develop a long term perspective within which short term workforce decisions can be achieved efficiently.Staffing strategy is a long term plan that makes sure that availability of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the immediate future to deal with staffing gaps and excesses. By implementing this procedure, the businesses can make certain it has the accurate quantity of people, with the appropriate skill, in position at the right moment. Workforce planning can facilitate the execution of business changes and innovations. The growth in organisations is anticipated overtime during the workforce planning phases.This process is essential in determining the staffing that would be required for growth that will make sure the necessitate skills will be gettable to accomplish those development goals. It in like manner allows a business company to pass water and implement downsizing plans in the best efficient regularity. The absence of this strategy makes it hard to identify staffing step-downs that have a positive effect on the future of the organisation (Bechet, 2008). Rightsizing or downsizing or organisational decimation is a persistent strategic human resource practice for the last thirty years (Gandolfi, 2008).This refers to the planned removal of big quantity of workforce intended to improve organisational efficiency. In fact, this process is a comm only(prenominal) legitimate company solution in times of financial difficulties of the organisation. Although studies show enough indication that rightsizing companies is not broadly speaking a successful method of r eaching goals of optimum output and maximum profit. However, rightsizing sometimes cannot be avoided workforce reduction ought to be a management means of last resort rather than first option.For the succession of an economic recession, an organisation should think of all its options and examine the viability and applicability of cost-reduction alternatives before considering rightsizing. In fact predicting a business decline can be very hard, therefore, organisations have the immediate reaction rather than prognostication economic downturns (Gandolfi, 2008). Take the incase of IBM, although the company planned to steer clear of downsizing its workforce however, the company declared plans of workforce reduction and by the early 1990s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone.However, IBM made an effort to run short reactive by changing products and attempted to hold the promptness and function edges of fast reacting manufacturer s (Greer, 2001). On the other hand, back in the 1980s a undersized number of organisations marked workforce planning and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. Due to the fact that having a large volume of employees, these organisations called for some forms of workforce planning.AT&T made recognition for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved nerve impulse for this time period. Strategic human resource was beginning to expand and become progressively strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In another case, similar to any big organisations, Eastman Kodak has tried with a variety of human resource planning programs for the past decades. One of the successful programs centred on workforce requirements.HR planning by that time was comprehend as a method to make certain that the right num ber and right kind of employees were at the right position at the right moments. Skills assessments were believed to be the suitable base for HR planning. Similar to any firm, Kodak discovered that there were no general definitions of HR planning. The company realised that they borrowed, adapted, discovered and created their way to an near to HR planning that was line up to the market situation at that time and be reactive to its changes (white avens & Brush, 2007).We have developed a manikin and process for thinking about and doing HR planning, which Ive labelled HR planning in 3D. The common chord dimensional environment at Eastman Kodak diversity, decentralisation, and dynamism has significantly affected the instance and objectives of the HR planning process (Bennet & Brush, 2007, p. 46). In this concept, the human resource function at Eastman Kodak follow was circumscribe with the goals on magnifying the strategic dimensions of human resource management.In this situati on, HR is reshaped as a foundation of market private-enterprise(a) edge and new HR planning procedures were built to strengthen this edge. In the 1990s, the implementation of this procedures required new HR abilities. The companys made efforts to utilize HR planning to create a tougher and more aggressive stack (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR stand express, bet to make sense in a 3D environment. These elements are incorporated management themes HR planning processes and HR competencies.Working together, in an ensemble of influence and activity, these elements help to create, sustains, and reinforces strategic business unity (Bennet & Brush, 2007, pp. 48-49). corporeal management themes facilitate in building a focus for a united business environment to achieve its objectives. As of HR planning processes, planning is staged at the corporate and business points. In this process, Eastman Kodak Company is creating efficient H R staff and on this level, this will make the companys HR planning a competitive weapon in our business arsenal (Bennet & Brush, 2007).In the belief that the animate process of uniting and sharpening the plentys HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporations evolution. In HR competencies, HR planning is designed to domiciliate the Kodak Company by developing its ability to face the future and having the objective for improvement of corporeal Relations. An efficient production HR team, a competent HR planning process and the corporate themes put together will create unity of goals and objectives and create productions competency to implement strategy.On the unit, the Kodak Company started to distinguish the advancement and positive results as the outcome of knowledge acquired on this process. As Kodak Company has started to achieve its goals, there is an fortune for transformation of HR fun ctions. The corporation anticipate that successful HR planning, in a 3D environment, will be Kodaks vehicle for landing safely in the 21st century (Boroski, 1990). The point of view on the Annual HR Strategic Planning cover of Corning Incorporated is that the HR staff employs to make HR investments and services the main concern in support with business needs.Overtime, this procedure has contributions from Human Capital Planning process, HR objectives and other organisation innovations. To efficiently link up HR strategy with business strategy a Human Capital Planning process was created in Corning Incorporated. The outcome gave managers tools and skills for ability development and gave HR a method of determining requirements over the organisation. To allow the object of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees needed and determine talent gaps.Incorporating both the workforce planning and operating plan process have facilitated to create a more aligned global HR function for Corning Incorporated. Important components of a sizable HR planning process are composed of different methods for collecting information corporate strategy input from top executives direction from top managers and business participation from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HRs capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990s, in order to meet Colgate-Palmolive Companys objective of becoming the best truly global consumer products company (Khanna & Randolph, n. d. ) it human resources made the building of its human resources strategy. The corporation is continually dedicated to developing the human resources for sustainable competitive edge in the global market. The HR strategy team was grouped into Geographic Excellence, Ca tegory Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action.Colgate should consider consumers needs in order to accomplish the innovations of HR planning. HR plays an important part to assist Colgate employees to continually improve. HR makes an effort with management to build training, career planning, performance development, communications and reward systems. The process will make sure that Colgate employees have the chance for advancement, potency and continually improve its abilities (Smith, Boroski & Davis, 1992). On other respects, the organisation that is considering outsourcing, HR planning staff should be active partners of workforce planning processes.In the present economic situation, active human resource planning processes integration flexible workforce preparations are adapted to a much greater degree. Outsourcing is not only part of workforce planning in any event it is too a tool in human resource pl anning. HR planners should be part of the organisational change evaluation, contract negotiation, transition and stabilisation as these control decisions of the process. HR planning should have the control of the decisions and as the effect of its absence of this practices may result in failures (Khanna & Randolph, 2005).The companionable indebtedness of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. The social responsibilities of a business include to produce goods or services, to make a profit, to obey the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place ethics above personal gains. To be socially liable a person or business must consider all aspects of society when making a decision. (Clark & Seward, 2000, p. 2) In human resource planning the process should incorporate the highest level of social responsibility. As Milton Friedman maintains that a business organisation has no social responsibilities other than to get the highest contingent profits (Ramlall, 2009). In suffer of this belief, now there is a general awareness among business organisations that sustainable achievement and stockholders share hold dear cannot be materialised by maximising production but rather by having social responsible spot (Ramlall, 2009). In another case, human resource should consider employee participation for good governance and corporate social responsibility.As an evidence of its importance is that, it is the basis as a legal tool in paper international institutions to regulate global corporations. In spite of this, business corporations make a general view in making HR procedures regarding the implementation of corporate social responsibility policies and personal views on employee relations that will affect the overall view of labour relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, ethics are the most important aspect as an organisation.Everyday all kinds of organisations have to face some kind of moral issue that has the making of a scandal that sometimes will end up in the multimedia business sections. In todays era, it is a challenge to confront moral plights such as workforce retention, attracting people, promotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will also incite legal actions and will result a negative perception from investors and consumers.Human resource planning practises call for not only reaching organisational objectives besides it will also institute and sustain these processes around ethical grounds (Kubal, baker & Coleman, 2006). HR staff should have the foresight and the character to incorporate in its practises the various value systems in a business corporation. Although this is not just idealism, global competitions compel HR orientation to focus on profit. HR planning practices must consider decisions that are compulsive by the business or driven for the business.HR should lead as the guardians of the organisations strategic ability. as well HR practises must also be the guardians of the whole organisations ethical and moral integrity (Wright & Snell, 2005). Unquestionably, in having human resource management program it must recognize laws and regulations in dealing with its people. This will make the legal environment of human resources. Due to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management. fixed labour laws must be taken into consideration in overall Human Resource Planning formulation because in practising legal compliance is usually the source of strategic edge in the human resource management point of view (Greer, 2001). Human resource management policies and practices are designed to regulate em ployees disagreements and make workplace justice. Similarly, an ethical decision to arrive at a solution to this dilemma is the innate character of human resource management practices and has brought about changes to Australian labour laws.Human Resource management role as a strategic partner and also the one who will picture after employees welfare cannot be seen as a neutral superintendent of workplace disputes. That is why a development of a code of ethics should be considered when creating human resources planning processes (Van Gramberg &Teicher, 2006). Take the case in workforce resizing under human resource planning processes, there are legal implications in this situation. With regards to employing and terminating people in an organisation, there is training involved that covers different fair employment and antidiscrimination laws.A typical case in this matter was the case of United Steelworkers of America v. weber (1979). Brian Weber sued Kaiser Aluminum and his union fo r racial discrimination (Clardy, 2003). On the whole, Human Resource (HR) planning is the process of trust human resource adjectival plans with strategic business plans. HR planning is integrated along the whole of the business planning process. subsequently identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans.HR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of todays economy. External environment considerations such as economic, social, legal, cultural, political, ethics and technology should be taken into account since this will influence HR planning. The concept of HR planning of Eastman Kodak, Corning and Colgate Palmolive is to develop organisational capability that both will facilitate the innovation of human resource management strategy and integrating this with the companies business strategy.Human Resource PlanningHR Planning * The process for ensuring that the HR requirements of an organization are identified and plans are made for satisfying those requirements. * Planning for the personnel needs of an organization based on internal activities and external environment * How many people? What sort of people? Definitions * HRP determines the human resources required by the organization to achieve its goals. It is the process of ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements Bulla & Scott. It is the process, including forecasting, developing and controlling, by which a firm ensures that it has the right number of people and the right kind of people at the right places at the right time doing the work for which they are economically most useful E. B. Geisler. * It is a strategy for the acquisition, utilization, improvement and preservation of the human r esources of an enterprise. It is the activity of the management to coordinate the requirements for and the availability of different types of employees.This involves ensuring that the firm has enough of the right kind of people at the right time and also adjusting the requirements to the available supply. Objectives of HR Planning * To ensure quality and quantity of HR at the right time and the right place * To ensure optimum utilization of human resources * To avoid understaffing and overstaffing Importance * Reservoir of Talent * Expansion/ Contraction * Cutting costs * Succession Planning MANPOWER PLANNING MAKES FOR DIFFERENT PURPOSES AT DIFFERENT LEVELS MACRO-LEVEL NATIONAL SECTOR WISE INDUSTRY WISE MICRO- LEVEL ORGANISATION LEVELOrganizational Objectives & Policies * Downsizing / Expansion * Acquisition / Merger / Sell-out * Technology up gradation / Automation * New Markets & New Products * External Vs Internal hiring * Training & Re-training * Union Constraints HRP includes four factors * Quantity- How many people do we need? * Quality- Which skills, knowledge and abilities do we need? * Space-Where do we need the employees? * Time-When do we need the employees and for how long do we need them? Steps in HRP * Forecasting future people needs * Forecasting the future availability of people * Drawing up plans to match supply with demandHR Demand Forecast Process of estimating future quantity and quality of manpower required for an organization. * External factors competition, laws & regulation, economic climate, changes in technology and social factors. * Internal factors budget constraints, production levels, new products & services, organizational structure & workforce factors. Forecasting Techniques * Expert forecasts * Trend Analysis * Workforce Analysis * Workload Analysis * Job Analysis Supply Forecasting * Internal Supply ( Skill Inventory) * Age, gender, education, experience, training, job assignments, past performance, future potential. Exter nal Supply Important barometers of Labor Supply * Net migration into and out of the area * Education Levels of the workforce * Demographic Changes in the population * Technological developments and shifts * National and regional employment rates * Actions of competing employers * Govt. policies, regulations and measures * Economic forecasts for the next few years * Attractiveness of the area/ industry THE PROCESS OF HUMAN RESOUCE PLANNIG GENERAL OVERVIEW BUSINESS STRATEGIC PLANS RESOURCING STRATEGY PLANNING DEMAND / SUPPLY FORECASTING MANPOWER TURNOVER ANALYSIS WORK ENVIRONMENT ANALYSIS HUMAN RESOURCE PLANSOPERATIONAL EFFECTIVENESS ANALYSIS RESOURCING RETENTION FLEXIBILITY PRODUCTIVITY WORK ENVIRONMENT THE MANPOWER PLANNING PROCESSFROM THE ORGANISATIONAL VIEW POINT COMPANY OBJECTIVES AND STRATEGIC PLANS MARKET FORECASTS PRODUCTION OBJECTIVES / CAPITAL PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT PRODUCTIVITY ORGANISATION MANPOWER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET MANAGEMENT MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES TOP MANAGEMENT APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES RECRUITMENT & SELECTION, CARER PLANNING, PERFORMANCE MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES etc. Formulating HR Plans * Recruitment Plans * Redeployment Plans * Redundancy Plans * Training Plan * Productivity Plan * Retention Plan Example of the Basic Human Resources Planning Model Organizational Objectives Human Resource Requirements Human Resource Programs Feasibility Analysis 1 2 3 4 5 Example of the Basic Human Resource Planning Model Open new product lineOpen new factory and distribution system Develop staffing for new installation Production workers Supervisors Technical staff Other managers Recruiting and training programs feasible Transfers infeasible because of lack of managers with right skills Recruit skilled workers Develop technical training programs Transfer managers from other faci lities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting as a Part of Human Resource Planning DEMAND FORECASTING SUPPLY FORECASTING Determine organizational objectives Demand forecast for each objective Aggregate demand forecastDoes aggregate supply meet aggregate demand? Go to feasibility analysis steps Choose human resource programs External programs Recruiting External selection Executive exchange Internal programs Promotion Transfer Career planning Training Turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes Manpower flow in an organization Inflow Outflow Job Transfers Job recruits Job Relocations Job Hopping Transfers(out) Retirement VRS Scheme Discharge/ Dismissal Termination of service Resignations HR Pool in the Organization Internal Labor Supply * Analysis of Manning/ Staffing Tables. Replacement Charts- Present incumbents, potential replacements. * Skills In ventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, Stability Index, etc. Trend Analysis * Projections-Basing it on Organizational Sales * Workforce Analysis- last 5 years * Workload Analysis * Job Analysis Job Analysis * A systematic process by which information is collected and analyzed with respect to tasks, duties and responsibilities of the jobs within the organization * Job Analysis What is to be done? How is it to be done? * Under what conditions is the job to be done? * What skills, knowledge and competencies are required to perform the job? * Job Content Duties, responsibilities, job demands, machines, tools, equipment, performance standard * Job Context Physical, organizational ad social context, working conditions, work schedule * Human Requirement Job related knowledge, skills, education, experience, personal attributes Components of Job Analysis Job Description written summary of the content and context of the job * Job Specification Written statement of the knowledge, skills and abilities and other human requirements Questions in Job Analysis Interviews * What is your job? * What are the major duties of your job? * What are the responsibilities of your job? * What physical locations do you work in? * Under what environmental conditions do you perform your job? * What are the skills, knowledge and experience requirements of your job? * What are the physical and emotional demands that the job makes on you? * What is the performance standards expected on your job?Human Resource PlanningHuman Resource (HR) Planning is the practice of determining and analysing the requirement for and supply of workforce in order to achieve the organisations goals and objectives, fulfil its mission and reach its vision (Mathis & Jackson, 2000). HR planning predicts forces that will affect the availability and requirement of employees in the future.This process will result in top executives having superior analysis of human resource measurement for its decision making HR expenditure being decreased due to the fact that management can forecast imbalances prior to them becoming costly additional time will be available to place skills since requirements are predicted and analysed before staffing is done excellent opportunities are present to comprise female and ethnic groups in upcoming developments training of new managers can be improved.The outcomes of these can be calculated and can be used for the evaluation of the accomplishments of HR planning (Mathis & Jackson, 2000). Human resource planning is a course of action that will aim to facilitate the organisations plan in recruiting, improvement and training, substitution, cross-functional development and management of programs for benefits and rewards.Subsequently to guarantee in building the best valuable human resource plan, the organisation should analyse the ne cessity of a strategic business plan, work proficiency plan, workforce planning, training and improvement planning, career development planning and planning for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR planning, it is essential to have a sufficient Human Resource Information System (HRIS). The purpose of this is providing accurate, balance and on time information for the process.Now a computer-based system should provide a form of information about human resources necessary for strategic business decision making. This system reflects the relationship between work requirements, employees individual skills and levels of performance. In this instance, the information system serves as simple reflections of reality which will help develop better and effective business decisions which are known results in the codification of knowledge (Liff, 1997).In HR planning, external environmental forces should be considered such as present technology, politi cal climate, economic situation, legal issues, social responsibility and cultural differences. Besides these external considerations are extremely important to HR activities especially, if HR planning is globally implemented. The serious pressures that are involve in a business are scarcity of talents, fast shifting technology, government regulations, environment, health, safety and changes in the market. In this situation, the human resource planning innovations of the company are affected.This will make sure that the organisation has the right work force with the right skills in the right jobs at the right moment. There is no argument that human resource planning should be associated with the strategic goals of the company. Hence, human resource planning is an important factor in managing an organisation competently and successfully. Accordingly, HR planning positively improves organisation performance if the HR plan is strategy-based and human resource is a convincing strategic c ollaborator (Macaleer & Shannon, 2003).Most parts of the world may be in recession and economies are in disorder will result in worldwide effects on organisations and businesses. Any type of HR planning is presented with a surmountable differences of opinion connected with unpredictable and uncertain times. In this case, if the planning is done by HR professionals who have superior knowledge of magnitude and quality of essential resources needed for revitalization, there is optimism of future positive outcomes.According to Robert A. Simpkins (2009), an organisational adviser and educator, there are two types of plans. One is designed to guarantee business continuity in the appearance of manmade or natural catastrophe. Second is a plan that is framed for the uncertainty of the business environment. HR planning is the most critical part of the organisations strategic plans for the reason that observing and adjusting for environmental changes will make the success of the process.All th e drivers of the companys internal and external environment are altering at an accelerating speed including advancements in technology with respect to hardware, software and connectivity, globalization, shifting of sources and consumers, changing competition, changes in markets, the alteration of demographics, change of population lifestyle, the macro and micro changes in economics and the progressively more bewildering government and international regulations (Simpkins 2009). Businesses have the desire to stay significant in the face of consumers and stakeholders.Mostly, the organisations that maintained their importance have built remarkable HR plans that are continually reviewed and modernized. Regrettably, other businesses build better folders that compose overall strategic human resources plans that are short of any back-up planning, and these stay behind on the shelf gathering dust for years, inappropriate to a present shifting business climate. Finally, Simpkins (2009) conclu des that an organisation needs to design a communicable HR plan that is not detailed enough to slow down operation.Since HR professionals are with higher-level of understanding, the group will have the elasticity to adjust what will take place in the future. The solution to a positive result is to keep HR plan flexible (Simpkins, 2009). Human resources issues have been the first among all business issues to affect the outcome of a business organisation. Human resources have risks and these risks are the challenges that resulted from managing your employees, processes and procedures. Therefore by dealing with these risks in HR and finance, one can make positive organisational outcomes.On the other hand, if these issues are not addressed appropriately these possibly will cause major harm to the business (Steffee, 2008). Public personnel management research and practices increasingly focus on creative human resource management (HRM) strategies for recruiting individuals with Informatio n Technology (IT) expertise and retaining employees with institutional knowledge, particularly in light of impending retirements. Some agencies face unique workforce demographic challenges, while others face shifts in missions or technologies.For these reasons, the U. S. Office of Personnel Management relaxed some regulations to allow federal agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, workforce planning is the course of action that companies utilize to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce planning has a sole objective, to develop a long term perspective within which short term workforce decisions can be achieved efficiently.Staffing strategy is a long term plan that makes sure that availability of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the immediate fut ure to deal with staffing gaps and excesses. By implementing this procedure, the businesses can make certain it has the accurate quantity of people, with the appropriate skill, in position at the right moment. Workforce planning can facilitate the execution of business changes and innovations. The growth in organisations is anticipated overtime during the workforce planning phases.This process is essential in determining the staffing that would be required for growth that will make sure the needed skills will be obtainable to accomplish those development goals. It also allows a business company to construct and implement downsizing plans in the best efficient method. The absence of this strategy makes it hard to identify staffing reductions that have a positive effect on the future of the organisation (Bechet, 2008). Rightsizing or downsizing or organisational decimation is a persistent strategic human resource practice for the last thirty years (Gandolfi, 2008).This refers to the p lanned removal of big quantity of workforce intended to improve organisational efficiency. In fact, this process is a commonly accepted company solution in times of financial difficulties of the organisation. Although studies show enough indication that rightsizing companies is not generally a successful method of reaching goals of optimum output and maximum profit. However, rightsizing sometimes cannot be avoided workforce reduction ought to be a management means of last resort rather than first option.For the duration of an economic recession, an organisation should think of all its options and examine the viability and applicability of cost-reduction alternatives before considering rightsizing. In fact predicting a business decline can be very hard, therefore, organisations have the immediate reaction rather than forecasting economic downturns (Gandolfi, 2008). Take the case of IBM, although the company planned to steer clear of downsizing its workforce however, the company decla red plans of workforce reduction and by the early 1990s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone.However, IBM made an effort to become reactive by changing products and attempted to acquire the promptness and responsibility edges of fast reacting manufacturers (Greer, 2001). On the other hand, back in the 1980s a small number of organisations marked workforce planning and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. Due to the fact that having a large volume of employees, these organisations called for some forms of workforce planning.AT&T made recognition for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved momentum for this time period. Strategic human resource was beginning to expand and become increasingly strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In an other case, similar to any big organisations, Eastman Kodak has tried with a variety of human resource planning programs for the past decades. One of the successful programs centred on workforce requirements.HR planning by that time was perceived as a method to make certain that the right number and right kind of employees were at the right position at the right moments. Skills assessments were believed to be the suitable base for HR planning. Similar to any firm, Kodak discovered that there were no general definitions of HR planning. The company realised that they borrowed, adapted, discovered and created their way to an approach to HR planning that was aligned to the market situation at that time and be reactive to its changes (Bennet & Brush, 2007).We have developed a framework and process for thinking about and doing HR planning, which Ive labelled HR planning in 3D. The three dimensional environment at Eastman Kodak diversity, decentralisation, and dynamism has significantly affected the character and objectives of the HR planning process (Bennet & Brush, 2007, p. 46). In this concept, the human resource function at Eastman Kodak Company was restricted with the goals on magnifying the strategic dimensions of human resource management.In this situation, HR is reshaped as a foundation of market competitive edge and new HR planning procedures were built to strengthen this edge. In the 1990s, the implementation of this procedures required new HR abilities. The companys made efforts to utilize HR planning to create a tougher and more aggressive corporation (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR standpoint, seem to make sense in a 3D environment. These elements are corporate management themes HR planning processes and HR competencies.Working together, in an ensemble of influence and activity, these elements help to create, sustains, and reinforces strategic business unity (Bennet & Brush, 2007, pp. 48-49). Co rporate management themes facilitate in building a focus for a united business environment to achieve its objectives. As of HR planning processes, planning is staged at the corporate and business points. In this process, Eastman Kodak Company is creating efficient HR staff and on this level, this will make the companys HR planning a competitive weapon in our business arsenal (Bennet & Brush, 2007).In the belief that the existing process of uniting and sharpening the corporations HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporations evolution. In HR competencies, HR planning is designed to support the Kodak Company by developing its ability to face the future and having the objective for improvement of Corporate Relations. An efficient production HR team, a competent HR planning process and the corporate themes put together will create unity of goals and objectives and create productions capability to i mplement strategy.On the whole, the Kodak Company started to distinguish the advancement and positive results as the outcome of knowledge acquired on this process. As Kodak Company has started to achieve its goals, there is an opportunity for transformation of HR functions. The corporation anticipate that successful HR planning, in a 3D environment, will be Kodaks vehicle for landing safely in the 21st century (Boroski, 1990). The point of view on the Annual HR Strategic Planning Process of Corning Incorporated is that the HR staff employs to make HR investments and services the main concern in support with business needs.Overtime, this procedure has contributions from Human Capital Planning process, HR objectives and other organisation innovations. To efficiently attached HR strategy with business strategy a Human Capital Planning process was created in Corning Incorporated. The outcome gave managers tools and skills for ability development and gave HR a method of determining requi rements over the organisation. To allow the determination of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees needed and determine talent gaps.Incorporating both the workforce planning and operating plan process have facilitated to create a more aligned global HR function for Corning Incorporated. Important components of a good HR planning process are composed of different methods for collecting information corporate strategy input from top executives direction from top managers and business participation from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HRs capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990s, in order to meet Colgate-Palmolive Companys objective of becoming the best truly global consumer products company (Khanna & Randolph, n. d. ) it human resources made the building of its human resources strategy. The corporation is continually dedicated to developing the human resources for sustainable competitive edge in the global market. The HR strategy team was grouped into Geographic Excellence, Category Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action.Colgate should consider consumers needs in order to accomplish the innovations of HR planning. HR plays an important part to assist Colgate employees to continually improve. HR makes an effort with management to build training, career planning, performance development, communications and reward systems. The process will make sure that Colgate employees have the chance for advancement, empowerment and continually improve its abilities (Smith, Boroski & Davis, 1992). On other respects, the organisation that is considering outsourcing, HR planning staff should be active partners of workforce plannin g processes.In the present economic situation, active human resource planning processes integrating flexible workforce preparations are adapted to a much greater degree. Outsourcing is not only part of workforce planning besides it is also a tool in human resource planning. HR planners should be part of the organisational change evaluation, contract negotiation, transition and stabilisation as these control decisions of the process. HR planning should have the control of the decisions and as the effect of its absence of this practices may result in failures (Khanna & Randolph, 2005).The social responsibility of business encompasses the economic, legal, ethical and discretionary expectations that society has of organisations at a given point in time. The social responsibilities of a business include to produce goods or services, to make a profit, to obey the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place ethics above pe rsonal gains. To be socially responsible a person or business must consider all aspects of society when making a decision. (Clark & Seward, 2000, p. 2) In human resource planning the process should incorporate the highest level of social responsibility. As Milton Friedman maintains that a business organisation has no social responsibilities other than to get the highest possible profits (Ramlall, 2009). In spite of this belief, now there is a general awareness among business organisations that sustainable achievement and stockholders share value cannot be materialised by maximising production but rather by having social responsible attitude (Ramlall, 2009). In another case, human resource should consider employee participation for good governance and corporate social responsibility.As an evidence of its importance is that, it is the basis as a legal tool in composing international institutions to regulate global corporations. In spite of this, business corporations make a general vi ew in making HR procedures regarding the implementation of corporate social responsibility policies and personal views on employee relations that will affect the overall view of labour relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, ethics are the most important aspect as an organisation.Everyday all kinds of organisations have to face some kind of moral issue that has the making of a scandal that sometimes will end up in the multimedia business sections. In todays era, it is a challenge to confront moral dilemmas such as workforce retention, attracting people, promotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will also incite legal actions and will result a negative perception from investors and consumers.Human resource planning practises call for not only reaching organisational objectives besides it will also institute a nd sustain these processes around ethical grounds (Kubal, Baker & Coleman, 2006). HR staff should have the foresight and the character to incorporate in its practises the various value systems in a business corporation. Although this is not just idealism, global competitions compel HR orientation to focus on profit. HR planning practices must consider decisions that are driven by the business or driven for the business.HR should lead as the guardians of the organisations strategic ability. Likewise HR practises must also be the guardians of the whole organisations ethical and moral integrity (Wright & Snell, 2005). Unquestionably, in having human resource management program it must recognize laws and regulations in dealing with its people. This will make the legal environment of human resources. Due to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management.Persistent labour laws must be taken into consideration in overall Human Resource Planning formulation because in practising legal compliance is usually the source of strategic edge in the human resource management point of view (Greer, 2001). Human resource management policies and practices are designed to decide employees disagreements and make workplace justice. Similarly, an ethical decision to arrive at a solution to this dilemma is the innate character of human resource management practices and has brought about changes to Australian labour laws.Human Resource management role as a strategic partner and also the one who will look after employees welfare cannot be seen as a neutral overseer of workplace disputes. That is why a development of a code of ethics should be considered when creating human resources planning processes (Van Gramberg &Teicher, 2006). Take the case in workforce resizing under human resource planning processes, there are legal implications in this situation. With regards to employing and terminating people in an organisat ion, there is training involved that covers different fair employment and antidiscrimination laws.A typical case in this matter was the case of United Steelworkers of America v. Weber (1979). Brian Weber sued Kaiser Aluminum and his union for racial discrimination (Clardy, 2003). On the whole, Human Resource (HR) planning is the process of combining human resource procedural plans with strategic business plans. HR planning is integrated along the whole of the business planning process. After identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans.HR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of todays economy. External environment considerations such as economic, social, legal, cultural, political, ethics and technology should be taken into account since this will influen ce HR planning. The concept of HR planning of Eastman Kodak, Corning and Colgate Palmolive is to develop organisational capability that both will facilitate the innovation of human resource management strategy and integrating this with the companies business strategy.