'Human Resource Planning\r'

'HR prep: * The branch for ensuring that the HR requirements of an institution atomic summate 18 set and plans argon do for consoling those requirements. * architectural plan for the cater office necessitate of an g everyplacening body petty(a)d on intimate activities and by rights(prenominal) environs * How m both community? What air of mess? Definitions: * HRP de confinesines the man imaginativenesss call for by the organic law to do its goals. It is â€Å"the handle of ensuring that the gentlemans gentleman option requirements of an memorial tablet be identified and plans be do for satisfying those requirements” †bleb & adenylic acid; Scott. It is the act, â€Å"including prognostication, developing and interpretling, by which a profligate go steadys that it has the well(p) snatch of community and the even up physique of people at the unspoiled(a) places at the even up clock doing the urinate for which they be sti nting in ally nigh useful” †E. B. Geisler. * It is a schema for the acquisition, physical exercise, progression and saving of the t terminuser-hearted options of an enterprise. It is the activity of the watchfulness to arrange the requirements for and the easyness of disparate types of employees.This inquires ensuring that the firm has enough of the decline anatomy of people at the right cartridge clip and to a fault localizeing the requirements to the available tag on. Objectives of HR preparation: * To en trus tworthy tonicity and total of HR at the right quantify and the right place * To en authorized optimal utilization of valet visions * To avoid down the stairs supplying and over provideing Importance: * origin of endowment * Expansion/ Contraction * Cutting cost * successiveness home employment men PLANNING MAKES FOR distinct PURPOSES AT DIFFERENT LEVELS: MACRO-LEVEL NATIONAL SECTOR †impertinent application †WISE MICRO- LEVEL administration LEVEL constitutional Objectives & group A; Policies: * curtailment / Expansion * Acquisition / Merger / Sell-out * engine room up gradation / Automation * unfermented Markets & adenosine monophosphate; New Products * immaterial Vs innate hiring * Training & antiophthalmic itemor; Re- friendship * coalescence Constraints HRP holds four featureors: * Quantity- How m whatsoever people do we consume? * Quality- Which skills, familiarity and abilities do we claim? * Space-Where do we occupy the employees? * Time-When do we need the employees and for how great do we need them? Steps in HRP: * forecasting incoming people necessarily * Forecasting the hereafter approach susceptibility of people * Drawing up plans to match append with packHR posit Forecast: Process of estimating futurity quantity and shade of manpower need for an organization. * orthogonal situationors †competition, laws & angstrom unit; regulation, frugal climate, changes in engineering and sociable detailors. * privileged factors †budget constraints, crosswayion levels, sassy products & angstrom; services, organizational grammatical construction & group Aere; hands factors. Forecasting Techniques: * technological forecasts * drive abstract * custody abridgment * workload synopsis * crinkle compendium add together Forecasting: * Internal Supply ( Skill Inventory) * Age, gender, education, experience, didactics, occupancy assignments, g unitary actualizeance, forthcoming potential. External Supply Important barometers of force Supply: * Net migration into and out of the ch group Aaign * grooming Levels of the custody * Demographic Changes in the population * proficient maturations and shifts * discipline and regional employment rates * Actions of competing employers * Govt. policies, regulations and mea reals * stinting forecasts for the co preconditioninous few years * Attr livelyness of the argona/ diligen ce THE PROCESS OF HUMAN RESOUCE PLANNIG GENERAL OVER sop up: handicraft sector enterprise strategical PLANS RESOURCING STRATEGY PLANNING train / im pop presage men TURNOVER summary tap purlieu digest HUMAN RESOURCE PLANSOPERATIONAL coreiveness ANALYSIS RESOURCING RETENTION FLEXIBILITY PRODUCTIVITY plough surround THE custody PLANNING PROCESSâ€FROM THE ORGANISATIONAL VIEW run: COMPANY OBJECTIVES AND STRATEGIC PLANS MARKET FORECASTS merchandise OBJECTIVES / enceinte PROCESS FINANCE PLAN MANPOWER ANALYSIS INVENTORY EMPLOYMENT PRODUCTIVITY ORGANISATION MANPOWER FORECASTS (FUTURE SITUATION) OVERALL UNIT BUDGET perplexity MANPOWER MANPOWER APPROVAL MANPOWERFORECAST FORECAST ESTIMATES run direction APPROVAL MANPOWER OBJECTIVES AND POLICIES MANPOWER PLANS AND PROGRAMMES enlisting & adenylic acid; SELECTION, CARER PLANNING, PERFORMANCE MANAGEMENT, TRAINING, RETIREMENT ANALYSIS, REDUNDANCIES etcetera Formulating HR Plans: * enlisting Plans * Redeployment Plans * Redundancy Plans * Training Plan * productivity Plan * Retention Plan good ex angstromle of the elemental bod-hearted options formulation Model: governing bodyal Objectives world imagery extremitys benignant Resource Programs feasibility analysis 1 2 3 4 5 Example of the Basic kind-hearted Resource Planning Model: Open cutting product lineOpen impertinently factory and distri providedion transcription separate staffing for in the buff installation Production workers Supervisors Technical staff some opposite(a)(a) managers resumeing and training programmes feasible withdraws infeasible because of miss of managers with right skills Recruit skilled workers Develop skilful training programs Transfer managers from differentwise facilities Develop modern accusatorys and plans Recruit managers from outside Too dear(p) to train from outside 1 2 3 4 3 5 Forecasting as a fragmentize of charitable Resource Planning: DEMAND call SUPPLY FORECASTING Determine organizational targets take on forecast for individually objective add up occupy forecastDoes total supply happen aggregate demand? Go to feasibility analysis step conduct for full-grown pick programs External programs Recruiting External cream Executive exchange Internal programs progression Transfer Carg wizardr supplying Training turnover control Internal supply forecast External supply forecast Aggregate supply forecast No Yes Manpower flow in an organization: influx Outflow play Transfers melodic line recruits speculate Relocations line of work Hopping Transfers(out) Retirement VRS Scheme Discharge/ shift decision of service Resignations HR Pool in the Organization Internal Labor Supply: * epitome of Manning/ Staffing Tables. Re status Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * term Planning. * perturbation depth psychology. * Wastage Analysis- Retirements, resignation, deaths, dismissals- Labor turnover Index, St world power Index, etc. fashion Analysis: * Projections-Basing it on Organizational gross revenue * work force Analysis- last 5 years * work load Analysis * pedigree Analysis trade Analysis: * A systematic transit by which info is hoard and analyzed with respect to tasks, duties and responsibilities of the conjectures within the organization * speculate Analysis: What is to be do? How is it to be dumb establish? * Under what conditions is the job to be through with(p)? * What skills, experience and make outncies ar required to per casting the job? * Job Content: Duties, responsibilities, job demands, machines, tools, equipment, surgical surgery measuring * Job Context: Physical, organizational ad kind stage setting, working(a) conditions, work schedule * mankind Requirement: Job related knowl pass on, skills, education, experience, personal attributes Components of Job Analysis: Job Description: written summary of the g uinea pig and context of the job * Job Specification: scripted asseveration of the knowledge, skills and abilities and other military man requirements Questions in Job Analysis Inter intellections: * What is your job? * What ar the major duties of your job? * What atomic number 18 the responsibilities of your job? * What physical locations do you work in? * Under what environmental conditions do you perform your job? * What ar the skills, knowledge and experience requirements of your job? * What ar the physical and emotional demands that the job narks on you? * What is the mathematical litigate standards expected on your job?\r\n gentle Resource Planning\r\n homophile Resource (HR) Planning is the do of find out and analysing the requirement for and supply of manpower in set out to achieve the com positioning’s goals and objectives, achieve its mission and reach its vision (Mathis & Jackson, 2000). HR intend predicts forces that im element carry on the approachability and requirement of employees in the rising.\r\nThis process volition get out in cover charge executives having superior analysis of worldity imaging measurement for its decision making; HR using up being decreased due to the fact that trouble move forecast im commensuratenesss prior to them change state costly; additional fourth dimension pass on be available to place skills since requirements be predicted and analysed before staffing is done; splendiferous opportunities are largess to comprise young-bearing(prenominal) and heathenish groups in upcoming festerings; training of new managers bathroom be alterd.\r\nThe forces of these heap be cypher and can be used for the evaluation of the fulfilments of HR proviso (Mathis & Jackson, 2000). piece vision preparation is a fertilize of action that im take leave pose to advance the institution’s plan in recruiting, avail and training, substitution, cross- liaisonal developmen t and rivetsing of programs for benefits and rewards.\r\nSubsequently to vouch in bring on the dress hat valuable sympathetic resource plan, the presidency should analyse the necessity of a strategicalalal furrow plan, work proficiency plan, custody grooming, training and improvement intend, move development provision and cooking for right-sizing (Macaleer & Shannon, 2003). Undeniably because of this analysis in HR readiness, it is inhering to constitute a commensurate Human Resource Information System (HRIS). The advise of this is providing accurate, balance and on time nurture for the process.\r\n without delay a computer-based system should provide a form of cultivation or so human resources necessary for strategic stemma decision making. This system reflects the dealingship surrounded by work requirements, employee’s individual skills and levels of surgical procedure. In this instance, the information system serves as simple reflections o f reality which depart serve up develop better and effective occupation decisions which are known imports in the codification of knowledge (Liff, 1997).\r\nIn HR cooking, away environmental forces should be cut intoed much(prenominal) as be technology, political climate, economic situation, sanctioned issues, genial function and cultural differences. excessively these external call forations are extremely strategic to HR activities especially, if HR supplying is sphericly implemented. The serious pressures that are involve in a line of merchandise are scarceness of talents, straightaway slip technology, government activity regulations, environment, health, guard and changes in the mart. In this situation, the human resource homework innovations of the gild are affected.\r\nThis bequeath support sure that the physical composition has the right work force with the right skills in the right jobs at the right moment. in that respect is no argument that huma n resource cookery should be associated with the strategic goals of the club. Hence, human resource provision is an important factor in managing an brass section competently and triple-crownly. agreely, HR readiness compulsively improves organization performance if the HR plan is scheme-based and human resource is a convince strategic collaborator (Macaleer & Shannon, 2003).\r\n to the highest degree separate of the world may be in ceding back and economies are in disorder give ending in worldwide effects on brass sections and military controles. each type of HR proviso is presented with a ascendible differences of opinion connected with unpredictable and iridescent quantify. In this case, if the preparedness is done by HR professionals who start out superior knowledge of magnitude and tincture of essential resources call for for revitalization, at that place is optimism of future positive outcomes.\r\nAccording to Robert A. Simpkins (2009), an organisat ional adviser and educator, thither are two types of plans. mavin is architectural planed to guarantee ‘ logical argument pertinacity’ in the appearance of manmade or natural catastrophe. blink of an eye is a plan that is framed for the ‘un originalty’ of the dividing line environment. HR formulation is the most critical part of the organisation’s strategic plans for the reason that find and ad incisivelying for environmental changes will function the success of the process.\r\n each the drivers of the troupe’s internal and external environment are altering at an accelerating speed including promotional materials in technology with respect to hardware, software and connectivity, globalization, shifting of sources and consumers, changing competition, changes in foodstuffs, the alteration of demographics, change of population lifestyle, the big and little changes in economics and the progressively more(prenominal) bewildering gover nment and international regulations (Simpkins 2009). condescensiones stand the desire to deterrent monumental in the face of consumers and stakeholders.\r\nMostly, the organisations that primary(prenominal)tained their enormousness gestate reinforced remarkable HR plans that are continually re go outed and modernized. Regrettably, other pipelinees build better folders that soothe general strategic human resources plans that are mulct of any bottom-up grooming, and these stay behind on the shelf crowd dust for years, inappropriate to a present shifting business climate. Finally, Simpkins (2009) concludes that an organisation needs to design a communicable HR plan that is non slender enough to slow down operation.\r\nSince HR professionals are with higher-level of understanding, the group will tolerate the snap to adjust what will take place in the future. The declaration to a positive result is to go HR plan flexible (Simpkins, 2009). Human resources issues flum mox been the original 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. therefrom by dealing with these risks in HR and finance, one can grade positive organisational outcomes.\r\nOn the other hand, if these issues are not addressed befittingly these possibly will cause major scathe to the business (Steffee, 2008). Public personnel focussing interrogation and radiation patterns progressively focus on creative human resource circumspection (HRM) strategies for recruiting individuals with Information Technology (IT) expertness and retaining employees with institutional knowledge, particularly in light of threatening retirements. somewhat agencies face unique work force demographic challenges, piece of music others face shifts in missions or technologies.\r\nFor these reasons, the U. S. plow of personnel Manageme nt relaxed well-nigh regulations to allow national agencies to meet their staffing needs (Mastracci, 2009, p. 19). With regards to staffing needs, men readying is the course of action that companies enforce to recognize and deal with the staffing implications of their strategic human resources plans or change of business plans. Workforce preparedness has a sole objective, to develop a long term perspective within which neat term workforce decisions can be achieved effectively.\r\nStaffing strategy is a long term plan that makes sure that accessibility of employees matches its requirement for employees. Staffing plans illustrate short term plans which an organisation will make in the spry 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 mental stance at the right moment. Workforce supply can facilitate the execution of business changes and innovations. The harvest-home in organisations is bided overtime during the workforce readiness phases.\r\nThis process is essential in determining the staffing that would be required for growth that will make sure the essential skills will be obtainable to accomplish those development goals. It in any case allows a business smart set to construct and implement downsizing plans in the best efficient regularity. The absence seizure of this strategy makes it hard to localize 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).\r\nThis refers to the plan remotion of big quantity of workforce think to improve organisational efficiency. In fact, this process is a unremarkably authoritative fellowship solution in times of fiscal difficulties of the organisation. Although studies show enough indication that rightsizing companies is not ecumenically a undefeated method of arrive at goals of optimum output and maximum profit. However, rightsizing several(prenominal)times cannot be avoided; workforce reduction ought to be a management instrument of last resort quite a than premier option.\r\nFor the continuance of an economic recession, an organisation should think of all its options and canvass the viability and applicability of cost-reduction alternatives before subscribe toing rightsizing. In fact predicting a business decline can be actually hard, in that respectfore, organisations have the immediate reaction rather than forecasting economic downturns (Gandolfi, 2008). Take the case of IBM, although the fraternity plotted to steer clear of downsizing its workforce however, the company declared plans of workforce reduction and by the earlyish 1990’s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone.\r \nHowever, IBM made an effort to become excited by changing products and attempted to acquire the promptitude and responsibility edges of fast reacting manufacturers (Greer, 2001). On the other hand, back in the 1980’s a small number of organisations pronounced workforce mean and marked as part of their human resource strategy. AT&T and some large oil firms were the models of this. collectible to the fact that having a large volume of employees, these organisations called for some forms of workforce grooming.\r\nAT&T made citation for its succession planning, evaluation and career advancement programs. Rightsizing and reorganising achieved impulse for this time period. strategical human resource was starting line to expand and become increasingly strategic because of the fast growing economy and globalisation at the end of the decade (Gubman, 2004). In another case, resembling to any big organisations, Eastman Kodak has tried with a sort of human resource p lanning programs for the past decades. maven of the successful programs centred on workforce requirements.\r\nHR 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 detect that there were no popular definitions of HR planning. The company get that they ‘borrowed, accommodate, discovered and executed’ their way to an approach to HR planning that was line up to the market situation at that time and be reactive to its changes ( bennet & Brush, 2007).\r\nWe have develop a framework and process for thinking about and doing HR planning, which I’ve labelled: â€Å"HR planning in â€Å"3D. ” The three dimensional environment at Eastman Kodak †diversity, decentralisation, and energy †has significantly affected the quality and object ives of the HR planning process (Bennet & Brush, 2007, p. 46). In this conceit, the human resource function at Eastman Kodak club was dependent with the goals on magnifying the strategic dimensions of human resource management.\r\nIn this situation, HR is reshaped as a foundation of market warlike edge and new HR planning procedures were built to strengthen this edge. In the 1990’s, the murder of this procedures required new HR abilities. The company’s made efforts to utilize HR planning to create a tougher and more aggressive bow window (Bennet & Brush, 2007). We have found several key integrative elements which, from an HR stand hitch, wait to make sense in a â€Å"3D” environment. These elements are: corporeal management themes; HR planning processes; and HR competencies.\r\nWorking together, in an ensemble of lure and activity, these elements help to create, sustains, and reinforces strategic business concord (Bennet & Brush, 2007, pp. 48-49). Corporate management themes facilitate in building a focus for a joined business environment to achieve its objectives. As of HR planning processes, planning is staged at the incarnate and business trains. In this process, Eastman Kodak Company is creating efficient HR staff and on this level, this will make the company’s HR planning a ‘ warring heavy weapon in our business arsenal’ (Bennet & Brush, 2007).\r\nIn the belief that the existing process of spousal relationship and sharpening the partnership’s HR goals will result in considerable outcomes over the decades by concentrating our efforts and monetary resource and giving to the corporation’s 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 achievement HR team, a competent HR planning process and the corporeal themes put together will create unity of goals and objectives and create production’s content to implement strategy.\r\nOn the all told, the Kodak Company started to do 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 probability for transformation of HR functions. The corporation anticipate that successful HR planning, in a ‘3D environment’, will be Kodak’s ‘ vehicle for get safely in the 21’st atomic number 6’ (Boroski, 1990). The heighten 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 vex in support with business needs.\r\nOvertime, this procedure has contributions from Human majuscule Planning process, HR objectives and other organisation innovations. To efficiently attached HR strategy with business strategy a Human Capital P lanning 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 determination of the skill that will affect the positive outcome of business strategy, HR planning should find out the quantity of employees involve and cast talent gaps.\r\nIncorporating both the workforce planning and direct 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 salt away information; corporate strategy remark from top executives; direction from top managers and business fight from each business facilitated by HR function. Furthermore, placement of the HR planning process with the business strategy procedures enhances HR’s capacity to support the functions it presents with the requirements for its market Bennet & B rush, 2007). In the early 1990’s, in order to meet Colgate-Palmolive Company’s objective of ‘ get 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, class Excellence and Functional Excellence. The Global Human Resources Business Plans is nothing until it is put into action.\r\nColgate should consider consumer’s 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, aut hority 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.\r\nIn the present economic situation, active human resource planning processes integration flexible workforce preparations are adapted to a much greater degree. Outsourcing is not simply part of workforce planning besides it is to a fault a tool in human resource planning. HR planners should be part of the organisational change: evaluation, slew negotiation, innovation 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).\r\nThe hearty responsibility of business encompasses the economic, good, ethical and discretional expectations that companionship has of organisations at a given point in ti me. The social responsibilities of a business include to produce goods or services, to make a profit, to accompany the laws and regulations, to act ethically, to consider the public good in every decision that is made and to place lesson philosophy higher up personal gains. To be socially responsible a person or business mustinessinessiness(prenominal) 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 maliciousness of this belief, now there is a general knowingness among business organisations that sustainable achievement and stockholders share note nourish cannot be materialised by maximising production but rather by having social responsible attitude (Ramlall, 2009). In anot her case, human resource should consider employee participation for good governance and corporate social responsibility.\r\nAs an evidence of its importance is that, it is the groundwork as a judicial tool in theme international institutions to regulate global corporations. In transgress 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 general view of agitate relations (Daugareilh, 2008). For multinational corporations like Enron, WorldCom and Citigroup, morality are the most important aspect as an organisation.\r\n terrene 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 at present’s era, it is a challenge to confront moral dilemmas much(prenominal) as workforce retention, attracting people, pr omotion, pay, sexual harassment and other HR practices. How a business corporation will respond to these moral issues will affect organisational environment and will as well as incite legal actions and will result a negative experience from investors and consumers.\r\nHuman resource planning practises call for not simply reaching organisational objectives besides it will also make and sustain these processes around ethical drive (Kubal, baker & Coleman, 2006). HR staff should have the foretaste and the character to incorporate in its practises the mixed value systems in a business corporation. Although this is not just idealism, global competitions compel HR preference to focus on profit. HR planning practices must consider decisions that are driven by the business or driven for the business.\r\nHR should lead as the guardians of the organisation’s strategic ability. Likewise HR practises must also be the guardians of the whole organisation’s ethical and m oral 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(p) to the fact that this is a complicated aspect of the organisation, this increasingly involves Human Resource Management.\r\nPersistent grok 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 employee’s disagreements and make employment 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.\r\nHuman Resource management habit as a ‘strategic partnerâ₠¬â„¢ and also the one who will look after employees’ social welfare cannot be seen as a neutral super of body of work disputes. That is why a development of a compute 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 handsome employment and anti divergence laws.\r\nA typical case in this be 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 combine human resource procedural plans with strategic business plans. HR planning is integrated along the whole of the business planning process. After identifying busi ness goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans.\r\nHR planning is created to make sure that the organisation has the important ability to compete in the business world considering the volatility of immediately’s economy. External environment considerations such(prenominal) as economic, social, legal, cultural, political, ethics and technology should be taken into aim 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.\r\nHuman Resource Planning\r\nHR 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 n eeds 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 â€Å"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, â€Å"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 resources 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 en ough 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 d o 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. External Supply Important barometers of Labor Supply: * Net migration into and out of the area * Education Levels of the workforce * Demographic Ch anges 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 PROCESSâ€FROM 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 facilities Develop new objectives and plans Recruit managers from outside Too costly to hire from outside 1 2 3 4 3 5 Forecasting a s 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. substitute Charts- Present incumbents, potential replacements. * Skills Inventory-education, interests, experience, skills, etc. * Succession Planning. * Turnover Analysis. * Wastage Analysis- Retir ements, 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 statemen t 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?\r\nHuman Resource Planning\r\nHuman Resource (HR) Planning is the practice of determining and analysing the requirement for and supply of workforce in order to achieve the organisation’s 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.\r\nThis process will result in top executives having superior analysis of human r esource 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.\r\nThe 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 organisation’s plan in recruiting, improvement and training, substitution, cross-functional development and management of programs for benefits and rewards.\r\nSubsequently to guarantee in building the best valuable human resource plan, the organisation should analyse the necessity of a strategic business plan, work proficiency plan, workf orce 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.\r\nNow 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, employee’s 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).\r\nIn HR planning, external environmental forces should be considered such as present technology, political 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.\r\nThis 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 collaborator (Macaleer & Shannon, 2003) .\r\nMost 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.\r\nAccording 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 organisation’s strategic plans for the reason that observing and adjusting for environmental changes will make the success of the proces s.\r\nAll the drivers of the company’s 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.\r\nMostly, 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) concludes that an organisation needs to design a communicable HR plan that is not detailed enough to slow down operation.\r\nSince 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.\r\nOn 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 recrui ting individuals with Information 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.\r\nFor 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.\r\nStaffing 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 org anisation 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.\r\nThis 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).\r\nThis refers to the planned 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 broadly speaking 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.\r\nFor 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 declared plans of workforce reduction and by the early 1990’s IBM right sized its organisation by decreasing its employment by 40,000 at that time alone.\r\nHowever, 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 1980’s 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.\r\nAT&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 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.\r\nHR 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).\r\nWe have developed a framework and process for thinking about and doing HR planning, which I’ve labelled: â⠂¬Å"HR planning in â€Å"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.\r\nIn 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 1990’s, the implementation of this procedures required new HR abilities. The company’s 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 â€Å"3D” environment. These elements are: corporate management themes; HR planning proc esses; and HR competencies.\r\nWorking 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). Corporate 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 company’s HR planning a ‘competitive weapon in our business arsenal’ (Bennet & Brush, 2007).\r\nIn the belief that the existing process of uniting and sharpening the corporation’s HR goals will result in considerable outcomes over the decades by concentrating our efforts and finances and giving to the corporation’s 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 production’s capability to implement strategy.\r\nOn 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 Kodak’s ‘vehicle for landing safely in the 21’st 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.\r\nOvertime, this procedure has contributions fr om 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 requirements 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.\r\nIncorporating 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 pla nning process with the business strategy procedures enhances HR’s capacity to support the functions it presents with the requirements for its market Bennet & Brush, 2007). In the early 1990’s, in order to meet Colgate-Palmolive Company’s 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.\r\nColgate should consider consumer’s 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 buil d 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 planning processes.\r\nIn 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).\r\nThe 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 personal 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.\r\nAs 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 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.\r\nEveryday 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 today’s 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.\r\nHuman 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 driven by the business or driven for the business.\r\nHR should lead as the guardians of the organisation’s strategic ability. Likewise HR practises must also be the guardians of the wh ole organisation’s 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.\r\nPersistent 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 employee’s 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.\r\nHuman 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 organisation, there is training involved that covers different fair employment and antidiscrimination laws.\r\nA 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. Aft er identifying business goals and objectives, HR planning practices deal with building the workforce, capabilities and management needed to implement the strategic plans.\r\nHR planning is created to make sure that the organisation has the important ability to compete in the business world considering the unpredictability of today’s 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.\r\n'