វិទ្យាស្ថានខ្មែរជំនាន់ថ្ែី
INSTITUTE OF NEW KHMER
មហាវិទ្យាល័យគ្រប់គ្រងពាណិជចកមែ និងទទ្យស្ចរណ៍
ការគ្រប់គ្រងធនធានមនុស្ស
Human Resources Managements
Lectured by: NOUV Brosh
Mobile Phone: 093640486 & E-mail: broshnouv@gmail.com
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PART II:
Acquiring Human Resources
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Chapter 5:
Human Resource Planning and
Alignment
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HUMAN RESOURCE PLANNING
• Right number of people with right skills at right
place at right time to implement organizational
strategies in order to achieve organizational
objectives
• In light of the organization’s objectives,
corporate and business level strategies, HRP is
the process of analyzing an organization’s human
resource needs and developing plans, policies,
and systems to satisfy those needs
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HUMAN RESOURCE PLANNING
• Setting human resource objectives and
deciding how to meet them
• Ensuring HR resource supply meets
human resource demands
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HRP Process
• Interfacing with strategic planning and
scanning the environment
• Taking an inventory of the company’s
current human resources
• Forecasting demand for human resources
• Forecasting the supply of HR from within
the organization and in the external labor
market
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HRP Process (Cont.)
• Comparing forecasts of demand and
supply
• Planning the actions needed to deal with
anticipated shortage or overages
• Feeding back such information into the
strategic planning process.
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Integrating HRP and Strategic Planning
Strategic
Analysis
Strategy
Formulation
Establish the context:
•business goals
• company
strengths/weaknesses
• external opportunities/threats
•source of competitive
advantage
Identify peoplerelated
business issues
Clarify performance
expectations and future
management methods:
• values, guiding principles
• business mission
• objectives and priorities
• resource allocations
Define HR
strategies,
objectives, and
action plans
Human Resource Planning
HRM By: NOUV Brosh
Strategy
Implementation
Implement processes
toachieve desired
results:
•business goals
• company
strengths/weaknesses
•external
opportunities/threats
•source of competitive
advantage
Implement HR
processes,
policies
and practices
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Environmental Scanning
Economic
Factors
Technological
Changes
Political/
Legislative Issues
Demographic
Trends
HRM By: NOUV Brosh
Social Concerns
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Human Resources Planning Model
Employment
Forecasting
Leads to
CONSIDERATIONS
• Product/Service
• Economics
• Technology
• Financial Resources
• Absenteeism/
Turnover
• Growth
• Management Philosophy
TECHNIQUES
• Trend Analysis
• Managerial Estimate
• Delphi Technique
Supply
Analysi
s
Resulting
in
INTERNAL
• Staffing Tables
• Markov Analysis
• Skills Inventories
• Management Inventories
• Replacement Charts
• Succession Planning
EXTERNAL
• Demographic Changes
• Education of Workforce
• Labor Mobility
• Governmental Policies
• Unemployment Rate
HRM By: NOUV Brosh
Dr. Kenneth Kee/BBU/HRM/T-
Balance
Supply and
Demand
RECRUITMENT
• Full-Time
• Part-Time
• Recalls
REDUCTIONS
• Terminations
• Layoffs
• Demotions
• Retirement
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Employment Forecasting
Trend Analysis a quantitative approach to
forecasting based on
an organization index
such as sales.
Management Forecasts - the
opinions (judgements) of
supervisors, departmental managers,
experts, or others knowledgeable
about the organization’s future
employment needs.
Delphi Technique - a method
of improving group decisions
using the opinion of experts,
managers, or supervisors, which
are solicited by mail without
having a face-to-face interaction.
The expert consensus of
opinions is then used to make a
decision on employment
requirements.
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Supply Forecasting Analysis
Staffing Tables - graphic
representations of all
organizational jobs, along
with the numbers of
employees occupying
those jobs & future
employment requirements
(monthly or yearly)
Tools of Supply
Analysis
Markov Analysis - method
for tracking the pattern of
of employee movements
Skills Inventories - files of
through various jobs.
personnel education,
experience, interests,
skills, etc., that allow
managers to quickly match
job openings with
employee background.
HRM By: NOUV Brosh
Succession Planning process of identifying,
developing, & tracking key
individuals for executive
positions.
Replacement Charts listings of current
jobholders & persons who
are potential replacements
if an opening occurs.
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ADVANTAGES & DISADVANTAGES OF HRP:
DISADVANTAGES:
ADVANTAGES:
1.
HR will be better used, employee &
organizational objectives can be more
closely matched, & substantial
movements can be achieved in both
productivity & profitability.
2.
Employees can be recruited at the best
time, for the right cost & in line with
future organizational requirements.
3.
Idle labor, & under-supply of labor can be
avoided, & any labor surpluses can be
used for the development of new markets
or new products.
4.
Future skills requirements can be met by
timely training & development of
employees.
5.
Redundancies can be anticipated &
managed effectively with minimum
disruption to employees, work processes
& organizational objectives.
1.
HRP is time consuming or difficult.
2.
Costly if specialists or consultants are hired
from outside.
3.
The complexity of internal & external factors
may require more time to develop plans.
4.
HRP techniques can be complicated, &
strategies may require long lead-times during
which economic or political conditions may
change.
5.
Cultures & structures may be difficult to
modify or altered.
6.
Adequate HR databases may not be in place
or industrial conditions may be inappropriate
for the proposed strategies.
7.
Top management may not be committed to
HRP.
8.
No effective linkages between HRP & other
business processes.
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Reading case
Read a case 5-1 page 148
Human resource planning and
virtual human resource management
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