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Job Analysis and Human Resource Planning

The document discusses human resource planning and the process of systematically reviewing HR requirements to ensure the required number of employees with required skills are available when needed. It covers forecasting HR requirements and availability, comparing requirements to availability, and addressing surpluses or shortages of workers.

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SHIHAB KAMAL MUNSHI
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36 views9 pages

Job Analysis and Human Resource Planning

The document discusses human resource planning and the process of systematically reviewing HR requirements to ensure the required number of employees with required skills are available when needed. It covers forecasting HR requirements and availability, comparing requirements to availability, and addressing surpluses or shortages of workers.

Uploaded by

SHIHAB KAMAL MUNSHI
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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JOB ANALYSIS AND

HUMAN RESOURCE
PLANNING

1
Human Resource Planning
The process of systematically
reviewing HR requirements to
ensure that the required number
of employees, with the required
skills, are available when they
are needed

2
HRP
▪ Right numbers, Capability, Organization
Objectives
▪ “HRP is a Process, by which an
organization ensures that it has the right
number and kind of people at the right
place, at the right time, capable of
effectively and efficiently completing those
tasks that will help the organization
achieve its overall objectives
3
Human Resource Planning Process
External Environment
Internal Environment
Strategic Planning

Human Resource Planning

Forecasting Comparing Forecasting


Human Requirements Human Resource
Resource Availability
Requirements and Availability

Demand = Surplus of Shortage of


Supply Workers Workers

No Action Restricted Hiring, Recruitment


Reduced Hours,
Early Retirement, Selection
Layoff, Downsizing

4
Forecasting HR Requirements
▪ Estimate of numbers and kinds of
employees the organization will need at
future dates
▪ Demand for firm’s goods or services must
be forecast
▪ Forecast is then converted into people
requirements

5
Forecasting HR Availability
▪ Determining whether the firm will be able
to secure employees with the necessary
skills, and from what sources these
individuals may be obtained
▪ Show whether the needed employees
may be obtained from within the company,
from outside the organization, or from a
combination of the two sources

6
Surplus of Employees

▪ Restricted hiring –
employees who leave
are not replaced
▪ Reduced hours
▪ Early retirement
▪ Layoffs

7
Shortage of Workers Forecasted

▪ Creative recruiting
▪ Compensation incentives –
premium pay is one method
▪ Training programs – prepare
previously unemployable
people for positions
▪ Different selection standards –
alter current criteria
8
Human Resource Information
Systems (HRIS)

Virtually all HR management functions


can be enhanced through the use of
an HRIS – any organized approach
for obtaining relevant and time
information on which to base HR
decisions

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