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HR PLANNING - Coggle Diagram

- - - - Assess current employees.
        
        Analyse demand for employees.
        
        Past data: organisations use time series (past data collected in previous years) to predict employee needs in the future. This method uses a scientific approach and is complicated. It doesn't consider the business' plans for future development. It is based on growth or reduction of employee numbers in the past so is backward looking.
        
        Productivity of workers: this method allows a manufacturer to calculate the average productivity. For example, if a manufacturer has 100 workers and produces 2,000 units per month, the average productivity is 20 units per month per worker. If the manufacturer has predicted an increase in sales and needs to produce 3,000 units, this will make it necessary to recruit 150 more workers to satisfy the market demand.
        
        Management knowledge: a business may use its managers' knowledge to determine its future employee needs, seeking input from managers at all levels
        
        Calculating staff turnover: employees leave organisations for a variety of reasons. They may retire, be promoted or resign. The labour turnover rate shows this information as a percentage of the work force
        
        Analyse the supply of employees.
        
        The supply of internal employees should be analysed by identifying the number of employees by category and function, their age, qualifications and other important characteristics
        
        An internal source of labour is when the employees are available within the organisation.
        
        An external source of labour is when the employees have to be recruited from outside the organisatio n.
        
        Compare the demand and supply data.
        
        Develop and implement the work force plan.
- - - - Dissatisfaction with payment: sometimes employees feel they are underpaid and they leave when another organisation offers them a better reward for their effort.
        
        Poor working environment: if the working environment (such as lighting, ventilation and sanitation facilities) is poor, employees may feel dissatisfied and look for more agreeable opportunities elsewhere.
        
        Job dissatisfaction: an employee may be doing a job that doesn't correspond exactly to their abilities and qualifications. They may leave if they have the opportunity of a job that better suits their qualification and needs.
        
        Human resources policies: many organisations have an autocratic policy that requires strict adherence to rules for sick leave or other leave, for example, and has little scope for promotion or delegated decision making. Over time, employees may feel dissatisfied and will look for an organisation that is more flexible and offers better opportunities for professional growth.
        
        Lack of facilities: the organisation may lack medical and recreational facilities, which will make employees dissatisfied. If the work place is situated outside of town, a lack of convenient transport will also cause a problem for employees.
        
        Dissatisfaction with working time: if employees are asked to work longer than normal hours without overtime pay or are called in to work during holidays or overnight, this is likely to create dissatisfaction.
    - - Family circumstances: employees may leave their job because of family circumstances, such as moving to an area where there is better schooling for their children.
        
        Physical reasons: employees may find that their physical condition no longer allows them to do the work, for example if they have had an illness that prevents it.
        
        Marriage: some employees will relocate to a new area after they marry, for example if job prospects are better for one or other partner.
        
        Birth of children: parents of young children may choose to leave their jobs in order to provide childcare for a longer period of time than maternity or paternity leave allows.
        
        Retirement: of course, employees usually retire from work when they reach a certain age.
        
        Dismissal: an employee may be dismissed from a job for a variety of reasons related, for example, to their ability to do the job or to their conduct.
        
        Redundancy: the organisation may need to cut jobs as a result of reorganisation or a downturn in sales revenue, and therefore some employees become redundant.
    - - Recruitment: the business will need to find new employees and the recruitment process has associated costs.
        
        Loss of productivity: the organisation will lose some of its productive potential while it recruits new employees and brings their skills and efficiency up to the level of the employees who have left.
        
        Inefficiency, machine breakdown, waste, defective products: while new employees are settling in, it will take time for them to master the job to a high standard.
        
        Training: the newly recruited employees will need to be trained, which takes time and distracts the current experienced employees from their tasks.
        
        Reputation of the company: a high labour turnover tarnishes the company's image and may make it difficult to attract talented employees.