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8/11/2019 Slides HR Planning
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HR Planning Model
Organisational Plans & Objectives
Identify Future human resource Requirements
Compare with current HR inventory
Determine the Nos., Levels &
Criticality of Vacancies/ demand
Determine
Redundant Nos.
Analyse cost & time involved
in managing the Demand
Analyse cost & time involved
in managing the Surplus
Choose resources &
methods to fill vacancies Redeploy Retrench2
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3. When there are variances, actionplans must be formulated, e.g.,
a. for surpluses, will organization use
layoffs, retirement incentives, reducedhours, or something else?
b. for shortages, will organization useovertime, temporary workers, or recruit
new permanent workers?
How do you do it?...contd.
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1. Approaches to forecasting:
a. Qualitative:
Methods Used for Human Resource Planning:
i. Expert opinionsii. Delphi technique
b. Quantitative (mathematical modeling):
i. Regression analysis / Trend analysisii. Markov analysis
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2. Supply Analysis
a. Skills inventories
Methods Used for Human ResourcePlanningcontd.:
Human Resource InformationSystems (HRIS)
b. Replacement charts / Succession plans
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HR Forecasts
Labor demand
Strategic Planning
Succession Planning
Managing Retention
Labor supply
Labor markets
Specific shortages
Labor SupplyLabor Demand
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Process of HR Planning
?
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Dealing with surplus manpower Retrenchment / voluntary retirement:
Outplacement: ( helping employees search for other
employment opportunities ) Lay-offs : ( demand of products going down, raw material not
available etc.)
Leave of absence without pay: ( employees have options
to come back to same organisation after leave period or afterlooking for another job during the leave period).
Loaning: ( loaning employees to other organisations forspecified period ).
Work-sharing : ( 2 or more workers share the job & salary of
1 worker; operate on shorter shifts & take homecorresponding lower salaries.
Reduced work-hours & pay / Freeze new recruitments :
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Growing Importance of HR Planning
Current trends :
Restrictions due to legal & political
environment
Outsourcing
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HUMAN RESOURCE INFORMATION SYSTEMS
(HRIS)
PERSONAL DATA
Age, Gender, Dependents, Marital status, etcEDUCATION & SKILLS
Degrees earned, Licenses, Certi f ications
Languages spoken, Specialty ski l ls
Abil i ty/knowledge to operate specif ic machines/equipment/software
JOB HISTORY
Job Titles held, Location in Company, Time in each position, etc.
Performance appraisals, Promotions received, Train ing & Development
MEMBERSHIPS & ACHIEVEMENTS
Professional Associations, Recogni tion and Notable accomplishments
PREFERENCES & INTERESTS
Career goals, Types of positions sought
Geographic preferences
CAPACITY FOR GROWTH
Potenti al for advancement, upward mobil ity and growth in the company15
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PERSONNEL RATIOS
Past experience has developed these ratios for recruiting a Cost Accountant:
FOR EVERY 12 APPLICATIONS RECEIVED, ONLY 1 LOOKSPROMISING ENOUGH TO INVITE FOR AN INTERVIEW
OF EVERY 5 PERSONS INTERVIEWED, ONLY 1 IS ACTUALLYOFFERED A POSITION IN THE ORGANIZATION
OF EVERY 3 JOB OFFERS MADE, ONLY 2 ACCEPT THE POSITION
OF EVERY 10 NEW WORKERS WHO BEGIN THE TRAININGPROGRAM, ONLY 9 SUCCESSFULLY COMPLETE THE PROGRAM
THUS (statistically): 100 APPLICATIONS MUST BE RECEIVED, sothat
8.33 JOB INTERVIEWS CAN BE HELD, so that
1.67 JOB OFFERS CAN BE MADE, and
1.11 PEOPLE MUST BE TRAINED, so that we get
ONE NEW COST ACCOUNTANT!! !16
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Trend Analysis for HR Demand
1997 $2,351 14.33 164
1998 $2,613 11.12 235
1999 $2,935 8.34 352
2000 $3,306 10.02 330
2001 $3,613 11.12 325
2002 $3,748 11.12 337
2003 $3,880 12.52 3102004* $4,095 12.52 327
2005* $4,283 12.52 342
2006* $4,446 12.52 355
Total productivity or sales expected productivity or sales peremployee = Total number of employees required.
YEAR (SALES IN THOUSANDS) (SALES/EMPLOYEE) (NUMBER OF EMPLOYEES)
*Projected figures
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Succession / Career Planning
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Markov Analysis
Markov Analysis
A method for tracking the pattern of employee
movements through various jobs.
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Hypothetical Markov Analysis for a Retail Company
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Calculating Turnover and
Absenteeism
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Employee Turnover Rates
Computing Turnover Rates:
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Employee Turnover Rates
(contd)Computing Turnover Rates (contd):
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Highlights in HRM 6Example: Costs Associated With The Turnover Of One ComputerProgrammer
(Turnover costs = Separation costs + Replacement costs + Training costs)
Separation costs1. Exit interview cost for salary and benefits of both interviewer and departing employee during the exit
interview = $30+$30 = $60
2. Administrative and record-keeping action = $30
Total separation costs = $60 + $30 = $90
Replacement costs
1. Advertising for job opening = $2,500
2. Preemployment administrative functions and record-keeping action = $100
3. Selection interview = $250
4. Employment tests = $40
5. Meetings to discuss candidates (salary and benefits of managers while participating in meetings )= $250
Total replacement costs = $2,500 + $100 + $250 + $40 + $250 = $3,140
Training costs
1. Booklets, manuals, and reports = $50
2. Education = $240/day for new employees salary and benefits x 10 days of workshops, seminars, or
courses = $2,4003. One-to-one coaching = ($240/day/new employee + $240/day/staff coach or job expert) x 20 days of one-
to-one coaching = $9,600
4. Salary and benefits of new employee until he or she gets up to par = $240/day for salary and benefits x
20 days = $4,800
Training costs = $50 + $2,400 + $9,600 + $4,800 = $16,850
Total turnover costs= $90 + $3,140 + $16,850 = $20,080
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Employee Absenteeism Rates
Computing Absenteeism Rates
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