HUMAN RESOURCE
MANAGEMENT
Zanete Garanti
Lecturer
University of Mediterranean Karpasia
STRATEGIC PLANNING– HR PLANNING
MISSION
OBJECTIVES
EVALUATE existing
people
STRATEGY
STRUCTURE
COMPARE demand
and supply
PEOPLE
HIRE new people,
FIRE existing ones

Research shows, that managers mostly are concerned
about 2 “main” things– HIRE AND FIRE

Personnel planning is the key element for
successful HRM, and include more than HIRE AND
FIRE
HR PLANNING DEFINITIONS

Human resource planning is the term used to describe
how companies ensure that their staff are the right
staff to do the jobs. Sub topics include planning for
staff retention, planning for candidate search, training
and skills analysis and much more.

Process, by which an organization ensures that it has
the right number and right kind of people at the
right place and right time, capable of effectively
and efficiently completing those tasks that help the
organization achieve its overall objectives
PURPOSES OF HRP

Each organization needs personnel with necessary skills,
qualifications, knowledge, experience etc.

Need for replacement of personnel

Meet manpower shortages due to labor turnover

Meet needs of expansion/ downsizing

Cater to future of personnel needs- avoid surplus or
deficiency of labor

Nature of present workforce in relation with changing
environment
METHODS OF PERSONNEL
PLANNING
APPROCHES
QUANTITATIVE
planning
How many people do we need?
QUALIFICATION
planning
What qualifications do we need?
TIME planning
PLACE planning
Long term/ short term planning
Changes in structure (new
branches etc.)
QUALIFICATION PLANNING
What kind of personnel do we need?
 What are the skills, qualifications, knowledge we
look for?
 Do we have it already inside of organization?
 Do we need to train people?

 HUMAN RESOURCE INFORMATION
SYSTEMS (software)!
QUANTITATIVE PLANNING

Demand planning:




Trend Analysis
Ratio Analysis
Regression Analysis
Supply planning:
How many current employees will remain in their
positions during the planning period?
 How many will move to another position (e.g., through
transfer, promotion, or demotion)?
 How many will leave the organization?

1. TREND ANALYSIS

Trend analysis- future demand for human
resources is projected on the basis of past business
trends regarding a business factor
Example:
YEAR
2006
2007
2008
2009
2010
2011
Sales
volume
(€)
110 000
120 000
95 000
70 000
50 000
100 000
Number
of
people
30
33
28
25
20
?
2. RATIO ANALYSIS

Ratio analysis- the process of determining future
HR demand by calculating an exact ratio between
the specific business factor and the number of
employees needed. It thus provides a more precise
estimate than trend analysis
Example:



University has 10,000 students and 500 professors
Calculating ratio: how many students for each professor?
If the university plans a student enrollment increase of
1,000 for next year, how many new professors it would need?
3. REGRESSION ANALYSIS

Regression analysis- similar to both trend and ratio
analyses in that forecasts are based on the relationship
between a business factor and workforce size
35
Workforce
30
25
20
15
10
5000
7000
9000
Sales
11000
13000
PERSONNEL PLANNING
DOCUMENTS
JOB ANALYSIS

Job analysis is a process to identify and determine in detail
the particular job duties and requirements and the
relative importance of these duties for a given job

Job analysis can be used in selection procedures to
identify or develop:






job duties that should be included in advertisements of vacant
positions
appropriate salary level for the position
minimum requirements for screening applicants
interview questions
selection tests/instruments
applicant appraisal/evaluation forms
STEPS IN JOB ANALYSIS
Collection of Organizational Structure
Information
Selection of Representative Position to be
Analysed
Collection of Job Analysis Data
Developing Job Description
Developing Job Specification
WHO, WHAT, HOW?

WHO?


Employees, supervisors, managers, consultants
WHAT?
Skill and education factor needed for job
 Each task that is essential to achieve overall result
 Physical and metal activity involved in achieving result


HOW?

Checklist, interviews, observation, participation, diary
method etc.
Job Analysis
Process of obtaining all pertinent job facts
Job Description
A proper definition and
design of work. It contains:
Job Title
Location
Job summary
Duties and responsibilities
Materials, tools and
equipment used
Forms and reports handled
Supervision given and
received
Working conditions
Hazards and safety
precautions
Job Specification
A statement of human
qualifications necessary to do
the job. It contains:
Education and qualifications
Experience and training
Knowledge and skills
Communication skills
Physical requirements like
height, weight, age
Personality requirements like
appearance, judgment,
initiative,
emotional stability
JOB DESCRIPTION

Job Description





Job descriptions are required for recruitment so that
managers and the applicants can understand the role
Job descriptions are necessary for all people in work
A job description defines a person's role and accountability
Without a job description it is not possible for a person to
properly commit to, or be held accountable for, a role
Job Specification



Logical outgrow of job description
Summarizes the human characteristics needed for
satisfactory job completion
It describes key qualifications someone needs to perform
job successfully
PURPOSE OF JOB DESCRIPTION AND SPECIFICATION
Clarifies employer expectations for employee
Provides basis of measuring job performance
Provides clear description of role for job candidates
Eneables pay and grading systems to be structured fairly
and logically
Essential reference tool for discipline issues
Enables formulation of skill set and behavior set
requirements per role
THANK YOU!