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WELCOME
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HR PLANNING
ORGANISATIONAL HUMAN
4.3: OBJECTIVES OF HUMAN RESOURCE PLANNING. 4.4: THE MODEL FOR HUMAN RESOURCE PLANNING AND ITS COMPONENTS.
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4.5: HR PLANNING FRAMEWORK. 4.6: 4.7: THE LINKING ORGANIZATIONAL STRATEGY TO HUMAN RESOURCE PLANNING. STRENGTH, WEAKNESSES, OPPORTUNITY AND THREAT ANALYSIS (SWOT).
4.1.
THE
BASIC
ORGANISANAL
MODEL ORGANIZATIONS ARE NETWORKS OF RELATED PARTS. EACH ELEMENT WORKS TOGETHER TO SUPPORT EFFICIENT OPERATIONS
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Culture Strateg y
Thoughts
Climat e
Feelings
Behavio rs
INDIVIDUAL
System s
ORGANIZATION
Structu re
NOTEWORTHY
FEATURE
OF
THE
INDIVIDUAL IS AT
AFFECT THOSE
AS SHOWN IN THE DIAGRAM, DIAGRAM, THERE ARE SIX ELEMENTS THAT DEFINE ORGANIZATIONS. ORGANIZATIONS.
STRATEGY EXPLICIT OR
EXAMPLE: EXAMPLE: WHEN AN AIRLINE DECIDES TO LURE CUSTOMERS WITH EITHER LOWER PRICES OR BETTER SERVICE THAT IS A CORPORATE STRATEGY. STRATEGY.
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PROCEDURES ARE THE OBSERVABLE WAYS IN WHICH A COMPANY CONDUCTS BUSINESS. BUSINESS.
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FREQUENTLY
IN
ORGANIZATIONS
OF WILL
COMPLETING
"HRP
BY WHICH MGT. DETERMINES HOW MGT. THE ORGANIZATION SHOULD MOVE FROM ITS CURRENT TO ITS MANPOWER DESIRED POSITION
4.3. OBJECTIVES OF
H RP;
OBJECTIVES : 1. TO ENSURE OPTIMUM USE OF HUMAN RESOURCES. RESOURCES. 2. TO FORECAST FUTURE SKILLS. SKILLS.
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3. TO PROVIDE CONTROL MEASURES. MEASURES. 4. TO DETERMINE RECRUITMENT S LEVEL. LEVEL. 5. TO ANTICIPATE REDUNDANCIES. REDUNDANCIES. HAVE TO TRAIN THESE REDUNDANT FOR HUMAN RESOURCE TO ANTICIPATE. ANTICIPATE.
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TO
ARRANGE
MANAGEMENT
8.
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1. Personal values and norms of strategic managers and internal organization practical environment
Social, economic legal, political environment
Change in Technology
5. Examine the future skill retrenchment by occupation or job category 6. Estimate human resource shortage or surplus for each occupational category 7. Establishing specific objectives, plans, policies for recruiting, selecting, placement, training promotion, retrenchment, layoff.
1.
IT STARTS WITH
OBSERVATION FROM THE PRACTICAL ENVIRONMENT THE VALUES AND NORMS PREVAILING WITHIN THE CONCERNED PEOPLE OF THE ORGANIZATION.
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2.WHILE DETERMINING GROWTH OR RETRENCHMENT OBJECTIVE ANALYSIS ON SOCIAL, ECONOMICAL ENVIRONMENT AND IS POLITICAL
OBJECTIVES.
4. CARE IS TO BE TAKEN TO CONSIDER TECHNOLOGICAL CHANGE AS WELL AS CHANGE IN ASPIRATION AND SKILL LEVEL OF THE EMPLOYEES. EMPLOYEES. 5. THIS IS TO BE FOLLOWED BY FUTURE
FINALLY, ESTABLISHING SPECIFIC OBJECTIVES, PLANS, POLICIES, FOR RECRUITING, FOR SELECTION, PLACEMENT, TRAINING, PROMOTION, RETRENCHMENT, LAYOFF ETC.
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PROCESS,
ORGANIZATION'S
STATEMENT. STATEMENT.
STRATEGIC GOALS. DURING THIS PHASE, THESE MANAGERS DEFINE OBJECTIVES FOR COMPANY FOR THE NEXT PERIOD.
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ORGANIZATION ASSISTS IN DETERMINED THE SKILLS, KNOWLEDGE AND ABILITIES REQUIRED FOR JOB
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PLANNING
REQUIRED BE
1.
CURRENT
HUMAN
3.
ESTIMATING
THE
FUTURE
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4.
ESTIMATED
CHANGES
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SWOT
ANALYSIS
IS
STRATEGIES ORGANIZATIONAL
S
EXTERNAL
REVIEW
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4.1: THE BASIC ORGANISATIONAL MODEL. MODEL. 4.2: WHAT IS MEANT BY HUMAN
RESOURCE PLANNING? HRP BROADLY IS AN EFFORT TO ANTICIPATE FUTURE BUSINESS AND ENVIRONMENT DEMANDS ON THE ORGANIZATION AND TO MEET THE MANPOWER REQUIREMENTS
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4.3: OBJECTIVES OF HUMAN RESOURCE PLANNING: 1. TO ENSURE OPTIMUM USE OF HUMAN RESOURCES. 2. TO FORECAST FUTURE SKILLS. 3. TO PROVIDE CONTROL MEASURES. 4. TO DETERMINE RECRUITMENT S LEVEL.
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4.4:
THE MODEL FOR HUMAN, RESOURCE PLANNING AND ITS COMPONENTS: COMPONENTS:
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3. Strategy
4. Structure
5. People
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3. ESTIMATING THE FUTURE SUPPLY OF LABOR: LABOR: 4. ESTIMATED CHANGES IN FUTURE SUPPLY; SUPPLY; 5. MATCHING THE DEMAND AND SUPPLY OF LABOR: LABOR:
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O - OPPORTUNITIES T - THREATS
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