Location via proxy:   [ UP ]  
[Report a bug]   [Manage cookies]                
Scribd Logo
Upload

Welcome to Scribd!

  • 165 views

    HRM Lecture 2 Notes

    Uploaded by

    Chris Kathoka
    This document discusses HRM policies and human resource planning. It provides definitions and explanations of HRM policy, including that policies guide decision making and ensure consistency. It also discusses developing more specific rules and procedures after broader policies. For human resource planning, it defines it as assessing future supply and demand of human resources to eliminate gaps. It discusses factors that affect planning like organization goals and government policies. The process of HR planning involves reviewing current and future needs to implement meeting needs through recruitment.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd

    HRM Lecture 2 Notes

    Uploaded by

    Chris Kathoka
    165 views43 pages
    This document discusses HRM policies and human resource planning. It provides definitions and explanations of HRM policy, including that policies guide decision making and ensure consistency. It also discusses developing more specific rules and procedures after broader policies. For human resource planning, it defines it as assessing future supply and demand of human resources to eliminate gaps. It discusses factors that affect planning like organization goals and government policies. The process of HR planning involves reviewing current and future needs to implement meeting needs through recruitment.

    Original Description:

    Notes

    Original Title

    Hrm Lecture 2 Notes

    Copyright

    © © All Rights Reserved

    Available Formats

    PPTX, PDF, TXT or read online from Scribd

    Did you find this document useful?

    Is this content inappropriate?

    This document discusses HRM policies and human resource planning. It provides definitions and explanations of HRM policy, including that policies guide decision making and ensure consistency. It also discusses developing more specific rules and procedures after broader policies. For human resource planning, it defines it as assessing future supply and demand of human resources to eliminate gaps. It discusses factors that affect planning like organization goals and government policies. The process of HR planning involves reviewing current and future needs to implement meeting needs through recruitment.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    165 views43 pages

    HRM Lecture 2 Notes

    Uploaded by

    Chris Kathoka
    This document discusses HRM policies and human resource planning. It provides definitions and explanations of HRM policy, including that policies guide decision making and ensure consistency. It also discusses developing more specific rules and procedures after broader policies. For human resource planning, it defines it as assessing future supply and demand of human resources to eliminate gaps. It discusses factors that affect planning like organization goals and government policies. The process of HR planning involves reviewing current and future needs to implement meeting needs through recruitment.

    Copyright:

    © All Rights Reserved
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 43
    At a glance
    Powered by AI
    The key takeaways are that policies guide decision making and ensure consistency in an organization, while procedures provide specific directions for actions. Examples of HRM policies include those related to recruitment, selection, termination and transfer.

    Some examples of HRM policies discussed are policies on recruitment, selection, termination, and transfer.

    The steps involved in the process of HR planning are: reviewing the current organizational strategic plan and HR situation, forecasting future HR needs and supply/demand, planning to meet HR needs, and implementing the plan through activities like recruitment, selection and training.

    HRM policy

    A policy is a general guide that expresses


    limit within which actions should occur. .
    Policies are developed from past problem
    areas or for potential problems that
    management considers important enough
    to
    warrant policy development
    Policies guide decision making in the
    organization
    They free managers form having to make
    decisions in areas that they have less
    competence or on matters with which they
    do
    not with to get involved

    HRM POLICY CONTD


    Policies ensure some consistency in
    behaviour and allow managers to
    constraint on-decisions in which they
    have the most experience and
    knowledge
    examples of policies:
    Policy on recruitment, selection,
    termination, transfer, etc

    HRM POLICY CONTD


    After the broadest policies have been
    developed, organizations develop
    rules
    and procedures
    These are more specific plans that
    limit
    the choice of managers and
    employees
    HRM procedures give specific
    direction

    HUMAN RESOURCE
    PLANNING

    Definition of HR Planning
    It is the process of assessing the
    future supply of and demand for
    human resources
    It also provides mechanisms to
    eliminate any gaps that may exist
    between supply and demand
    It is a process of determining what
    positions in the firm will have to be
    filled and when.

    Definition of HR Planning
    contd
    Thus, HR planning determines the
    number and types of employees to
    be
    recruited into the erpamsation-oc
    phased out of it

    Factors Affecting Planning


    1. Organization policy on recruitment. retirement,
    workforce mix etc
    2. Goals of the organization:
    .
    To effectively utilize HR
    .
    Stable growth, or rapid expansion or
    diversification
    3. Changing demographic - more young, more old,
    more educated
    4. Government policy, Requirement for gender
    balance, disability employment, mandatory
    retirement age

    Factors affecting planning


    (Cont..)
    5. The type of people employed and the
    task
    they perform. An organization may not
    need to
    plan very far in advance for unskilled
    labour,
    since they will usually be in abundant
    supply.
    Certain high skills job require planning
    activities that project a year or two into
    the
    future

    Process of HR planning
    Review your current organizational
    strategic
    plan
    Review the current human resources
    situation
    Forecast on the future HR needs (supply
    and
    demands)
    Planning on meeting HR needs
    Implement the plan - recruit, select,
    training,

    Reviewing the current strategic


    plan
    HR planning goes hand in hand with the
    organizational
    strategic planning
    Strategic planning refers to the organizational
    decision about how it wants to accomplish its
    mission
    and strategies
    The first stage of HR planning is the point at
    which
    HRM-and strategic planning initially interact.
    What is the future direction of the company and
    what
    are the implications of HR
    Future direction in terms of technology. markets,

    HR planning and SP (cont.)


    The strategic planning takes into
    consideration the following:
    Technological forecast
    Economic forecast
    Market forecast
    Organizational planning
    Investment planning
    Annual operational plans

    A model for HR planning


    process
    (cont.)

    The role of HR is to ensure that the


    implementation of the strategic is
    successful, by putting in place the
    riqht
    HR
    The acknowledgement that HR
    policies
    and practices have a critical linkage
    with
    the overall organizations strategy is
    generally termed strategic human

    A model for HR planning


    process
    (cont.)

    Without an effective HR plan to


    support
    the recruitment and selection
    function in
    the organization, it would be
    impossible
    to move fast enough to stay
    competitive

    Review the current human Resource


    situation
    This is done by studying personnel
    records
    In studying personnel records one
    need
    to know the following:
    How many do we have in what
    category?
    Quality and Quantity
    Who is leaving the organization and
    when (
    project turnover as result of resignation

    Forecasting Future Human


    Resource Needs
    Forecast Staff demand
    Forecast Staff supply

    Forecasting Demand
    How many?, at what levels? and
    when?
    The demand is closely tied to the
    strategic
    direction that the organization has
    decided to take. Are we engaged in
    reengineering that we shrink the
    workforce in the coming years

    Forecasting demand
    (cont)
    Consider:
    major customer requirements and hence forecast
    on revenue and seasonal fluctuations
    Projected staff turnover ( as a result of resignation

    or termination or retirement)
    Strategic decisions to upgrade the quality of
    products or services or enter new markets
    Technological and other changes resulting in
    increased productivity
    Financial resources available to you
    Staff movements and transfers

    Techniques of forecasting
    demand
    Experts estimates
    Trend Projections
    Statistical modeling
    Unit demand forecasting
    All these require close collaboration
    between HR department and line
    management

    Experts Estimates
    Expert(s) provide the organization with demand
    estimates based on experience, guesses,
    intuition,
    and subjective assessment of available economic
    and labour force indicators
    .
    This can be done an individual providing
    estimates,
    which are then revised based on estimates of
    other
    individuals estimates. This is called Delphi
    technique
    Or individuals develop estimates, followed by a
    group
    brainstorming sessions in the hope of generating
    one

    Trend projections
    This involves developing a forecast
    based on past relationship between a
    factor related to employment and
    employment itself
    E.g .. for many businesses, sales
    levels
    are related to employment needs.
    The
    planner can develop a table showing
    past relationship between sales and
    employment

    Modeling and multiplepredictive technique


    This is using sophisticated
    forecasting
    and modeling techniques. This
    method
    uses many factors such as sales,
    GDP,
    incomes etc and develop
    mathematical
    models for forecasting

    Unit demand forecasting


    The unit ( which can be an entire
    department,
    a project team or some other group of
    employees) demand is forecast and the
    sum
    total of these units becomes the
    employment
    forecast.
    The unit manager analysis person by
    person,
    job -by-job needs in the present as well as
    in

    Unit demand forecasting


    Contd
    By analyzing the present and future
    requirements of the job and the skills
    of
    the incumbent, this method focuses
    on
    the quality of workers

    Forecasting supply
    Internal supply
    The main task is to determining which current
    employees might be qualified for the projected
    openings
    This determines how many, and what kind of
    employees are currently available. in terms of
    skills and
    training necessary for the future.
    The major tool used to assess the current supply
    of
    employees is the skills inventory
    In some organizations, there will be a separate
    inventory just for managers called a management
    inventory

    Forecasting supply contd


    Both of these serve the same purpose: to
    note what kind of skills, abilities,
    experiences,
    and tr1!rining the employees currently
    have.
    By keeping track of these, the organization
    can quickly determine whether a particular
    skill
    is available and when it will be needed
    Skills inventory are also useful in career
    planning, management development and

    Contents of a skills
    inventory
    Once a decision has been made to
    create a skills inventory, the HR
    manager must determine what
    information will be contained in the
    system.
    The only data available to the
    organization for late use will be whatever
    has been designed into the system

    Contents of a skills inventory


    (cont..)
    The list of data that can be coded
    into
    the skills inventories is endless and it
    must be tailored to the needs of each
    organization.
    Some of the most common items'
    include:
    Name and Employees number
    Present location

    Contents of a skills inventory


    (cont..)
    Job classification
    Specific skills and knowledge.
    Education and field of education( formal
    education and course taken since leaving
    school)
    Knowledge of a foreign language
    Professional qualification
    Publication, licenses, patents, hobbies,
    A supervisors evaluation of the employees
    capabilities

    Contents of a skills inventory


    (cont..)
    Salary range,
    Items often omitted, but become
    increasingly important
    Employees stated career goals and
    objectives, including geographical
    preferences and intended retirement
    date

    Components of a skills
    inventory
    Components of a skills inventory are
    therefore as follows:
    1. Data summarizing the employeespast
    2. Data summarizing status of present

    skills
    3. Data that focus on the future

    1.Data summarizing the


    employees
    past

    a) Title and brief job description


    highlighting positions held in the last
    two
    to five years either in the
    organization or
    previous organizations
    b) Critical skills needed or developed
    in
    these positions - manual, cognitive,
    creative

    Data summarizing the


    employees
    past (cont..)

    c) Educational achievements - high


    school, job relevant classes, college:
    (major /minor) .
    d) significant special project
    accomplished during the last three
    years
    ( within this organization or the
    previous
    organization)

    2.Data summarizing the status


    of the present skills
    A) skill-related highlights last three
    performance appraisals
    B) Employee perception of what is
    done
    well on present job e.g.
    skill,competencies, perception of how
    skills could be improved
    C) Employees supervisor perception
    of
    the same

    3. Data that focus on the


    future
    A) personal career goals - one year, three
    years, identify specific positions and
    aspiration. Avoid global generalities like
    "higher up'
    B) view of the individuals present
    supervisors
    as to what he or she could be prepared to
    became: List specific position
    C) specify training and development
    efforts
    that the individual is motivated to
    undertake on the job, off the job, classroom or

    The above three components are just


    a
    sample and some organizations may
    have a skill inventory cataloguing
    different job classification

    Maintaining the skills


    inventory
    The skill inventory is maintained by
    continuous
    gathering, handling and updating data.
    Decisions to be
    made include:
    Method of data gathering:-the two principle
    method of gathering data are interviewing and
    questionnaire
    When to update: Updating must be planned e.g.
    annual update, or where changes are frequent,
    monthly update
    Manual or computerizes: A decision will also

    Forecasting external supply


    From the labour market
    Consider: economic indicators competition and wage levels, cost of
    living, education levels,
    unemployment
    levels
    Forecast on the availability of
    potential
    job candidates in specific occupation
    e.g.
    IT administrator, HR personnel, is

    Action decisions in HR
    planning
    After HR planning system has analyzed
    both
    the supply and demand for future workers,
    these two forecasts are compared to
    determine what if any actions should be
    taken.
    Whenever there is a discrepancy between
    the
    two estimates, organizations need to
    choose a
    course of action to eliminate the gaps

    Action decisions on a shortage of


    employees
    When the employment specialist find that
    the
    supply is less than the demand, several
    possibilities are open to the organization.
    1) if the shortage is small and the employees
    are willing to work overtime, it can be filled
    with present employees
    2) If there is a shortage of highly skilled
    employees, training and promotion of present
    employees, together with recruitment of less
    skilled employees are possibilities.

    Action decisions on a shortage of


    employees cont..
    Other decisions can also include:
    Recalling employees who were laid off
    Use of part time workers,
    subcontracting,

    Action decisions in surplus


    conditions
    When supply is more than demand solutions
    include:
    attrition - not replacing those who leave
    Early retirements to accelerate attrition ( this
    must be
    carefully planned, so that it does not lead to
    acute
    shortage of skill that will negatively affect
    companies
    ability to compete)
    Demotions Layoffs
    Termination
    Transfers

    Action decisions in surplus


    conditions cont..
    As an approach to dealing with a
    surplus, most organizations avoid lay
    offs and rely more on attrition early
    retirements and creation of work etc

    Plan on how to meet Human


    Resource need
    I. Training and development
    II. Recruitment and selection
    III. Retirement
    IV. Rightsizing

    You might also like