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Human Resource Planning Process (Source: Mondy, R.W, et al. (1993). Human…
- Human Resource Planning Process (Source: Mondy, R.W, et al. (1993). Human Resource Management. (5 ed). p.144-166)
- Strategic planning = determination of overall organizational purposes and objectives & how they are to be achieved. (Include HRM in strategic planning is important)
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- Human Resource Planning (HRP) = a systematic review process of HR requirements to ensure the required nbr of employees, with the required skills, are available when they are needed.
HRP = a process of matching the internal & external supply of people with job openings anticipated in the organization over a specified period of time. (match the emerging jobs with the people avail to fill in the job position)
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HRP is a continuous process because of internal & external environments change quickly. So extensive modification of forecast may happen.
HRP enables managers to anticipate & prepare for changing conditions. So, HRP helps to minimise disruption when workforce reductions (organization downsize, reduce nbr of workers)
- Terminology of Forecasting = 4 basic terms:-
i. Long-term trend
i. Long term trend = a projection of demand for a firm's products, usually 5 years or more into the future. It is important because to fulfil the need of labour for production & sales increase, time needed for worker to do training and development to increase productivity or fill in the new/added task responsibility.
ii. cyclical variations
ii. Cyclical variations = reasonably predictable movements about the trend line that occur over a period of more than a year. It usually ast btwn 1 to 5 years. (It happens due to war, elections, changes in economic conditions & consumer demand, and societal pressures). It is important because of the potential significant peaks & valleys (ups & downs) where extra workers needed to meet the high cyclical demand and temporary workers layoff during short-term recession even though already projected stable demand increase in long-term forecast.
iii. seasonal variations
iii. Seasonal variations = reasonably predictable changes that occur over a period of 1 year. Seasonal variations follow cyclical variations, but fluctuate drastically. It usually demands immediate attention from the management since it occur within 12 months. eg. seasonal product demand (umbrella - rainy season). Company stabilize its workforce & still can meet the production & inventory requirements.
iv. random variations
iv. random variations = changes without pattern. It happens without anticipation (Luar jangka). So, management must forecast & pan for i,ii, & iii in order to deal with random variations.
- Human Resource Forecasting Techniques
4.ii Bottom-Up Approach
b. Bottom-Up Approach = a type of HR forecast starting from the lowest level in the organization. It is based on the each unit manager's periodic projection of HR needs, comparing their current and anticipated levels & giving enough time for HR Dept to look internal & external resources.
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4.iv. Simulation
d. Simulation = a technique to represent the real-world situation using logic mathematical to predict what will happen. Usually, managers ask 'What if...' to see the interrelation between employment level & other variables. This allow managers to think first about certain problem before making actual decision.
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- Forecasting Human Resource
- Forecasting HR Requirements
- HR Requirements forecast = an estimate of how many & what types of employees needed at future dates so that it can meet the stated goals. Usually, it is done after the company sales & production forecast done
- Forecasting HR Availability
- HR Availability forecast = determine if the company able to get employee with necessary skills and from what sources, either outside or inside the company
2.1 Internal Source of Supply = Both management & skills inventories involves to match people and vacant position using existing staff in the company.
2.2 Management Inventories = contains detailed information about each MANAGER (Managerial talent bank). It is used to identify individuals who have the potential to get promotion / replacement to higher position / succession planning. Information eg. work history and experience, education level, job performance, health level, career goals
2.3 Skills Inventories = information that is maintained on the availability and preparedness of NON-MANAGERIAL employees to get promotion / move higher position. Information eg. work experience, specific skills & knowledge, training completed, job performance, career goals
2.4 External Supply = recruit employees from outside the organization. Forecast helps to identify from where & what kind of employees to recruit
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Restrict Hiring, Reduced Hours, Early Retirement, Layoffs