Human Resource Information System and Human Resource Planning

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  • Human Resource Information System (HRIS) &Human Resource Planning (HRP)

  • HRM Process

    Organization goals & strategiesStaffingEmployeeneedsAppraisalRewards & RelationsDevelopmentPerformanceHR Information

  • HRISA database system that keeps important information about employees in a central and accessible location.

    Feeds information into HR policy and planning as well as other HR decision process.

  • Why HRIS?HRIS can significantly improve the efficiency of the HR operation and therefore a companys bottom line.

    Help increase in number and variety of HR reports produced.

    Help shift HRs attention from transaction-processing to strategic HR.

  • Input DataPersonal informationOrganizationOccupation historyPerformance & potential assessmentQualifications, training & competencySalaries & benefitsDevelopment & succession plansOthers (disciplinary, medical, references, absenteeism)

  • Output DataSkill inventoryTraining & development reportCompensation reportEmployee benefit recordTurnover & absenteeism reportHuman resource plans

  • Human Resource PlanningMan is the key to our problems, not money. Competent people can work miracles even with small resources and draw wealth out of barren land.

  • What is HRP?Human resource planning is a systematic approach to ensure that the right people will be in the right place at the right time.

    It is a process of deciding what positions the firm will have to fill, and how to fill them.

    It is a process of determining HR needs of the organization in the context of its strategic planning.

  • The Need for HRPTo ensure that HR is available: provide the information and data to an organization on when, where and how many employees need to be recruited.

    To assess the future supplies of and demands for HR: reduce shocks and disturbances within the employment patterns of large organizations.

    To match supplies and demands, making them compatible with the achievement of the organizations future goals.

  • Needs determined by Assessing current human resourcesAnalyzing corporate plansForecasting staffing level and categories in the light of corporate objectivesAssessing availability of HRDetermining HR needsFormulating HR programs to address the needs.

  • Steps in HRPAssessing Current Human ResourcesDemand Forecasting Supply ForecastingMatching demand and supplyAction Plan

  • Step 1: Assessing Current HRHR Inventory (details of workforce: something like CV or personal history form)

    Job Analysis (details of jobs, resulting in JD and JS)

  • Step 2: Demand Forecasting Estimates the number of people required in future and their capacity.

    To forecast personnel needs: Project the demand for the product or serviceProject sales and revenuesPlan the volume of production or activity level to meet the planned sales, revenue or activity requirementsEstimate the size of the staff required to achieve it

  • How to forecast personnel needs? Staffing plans also must reflect:

    Projected turnover of staffQuality and skills of employees in relation to the changing needs of the organizationStrategic decisions (eg. Upgrade quality, enhance productivity, enter into new markets)Technological and other changes resulting in increased productivityFinancial resources

  • HR Forecasting Methods Trend analysisStudy the past staffing needs over a period of years to predict future needs.

    Ratio analysisUse of ratios between one or more business factors and staffing level as well as between different staff categories if the current year to forecast future needs.

    Ratio trend analysisUse of ratios of the past years to predict needs

    Managerial judgementA big roleTrends, ratios and relationships unlikely to continue unchangedJudgement needed to modify the forecast based on the factors that are likely or should be changed

  • Step 3: Supply Forecasting

    Internal supply forecasts

    2.External supply forecasts

  • Forecasting Internal Supply

    Qualifications inventoriesManual or computerized records listing employees education, career and development interests, languages, special skills etc to be used in selecting inside candidates for promotion

    Personnel inventory and developmentInformation is complied about each employee manually and recorded.

  • Forecasting Internal Supply

    Personnel replacement chartsCompany records showing present performance and promotability of inside candidates for the most important positions

    Position replacement cardA card prepared for each position in a company to show possible replacement candidates and their qualifications

  • Forecasting External Supply

    Monitoring general economic conditions

    Local market conditions

    Occupational market conditions

  • Step 4: Matching demand & supplyTo determine future shortages or surplusesAdditional staff will be needed to meet the shortageRetrenchment will be needed for surplus staff

  • Step 5: Action PlanConcerned with the preparation of action plans to deal with shortages and surpluses of human resourceRecruitment planTraining and Development planRetention planPromotion planRedeployment planRedundancy planTransfer planSuccession plan

  • Issues to be addressed in HR Planning How many employees does the organization currently employ?What is the age profile, by department, of employees?Where in the organization are these employees to be found?Which are the biggest departments in the organization?What skills do the employees possess?How many employees, on average, leave the organization every year?In which areas of expertise do the organization tend to loose more employees?

  • HRP in NepalAnalysis is in its infancyFire-fighting tendenciesKowledge base (ad-hoc, guess work)Short term planningOverstaffing (govt. & public organizations)Nepotism/ favouritism (private org.)