REVIEWER: HUMAN RESOURCE MANAGEMENT APPROACHES TO HR PLANNING
1. Forecast of the Demand for HR - examination of the internal and
external labor supply
MANAGERIAL FUNCTION - achieve the goal of their department
TWO APPROACHES IN FORECASTING THE DEMAND FOR HR:
1. Planning – determination of human resource needs
a. Quantitative Approach – statistical and mathematical techniques
- manpower requirements in advance
- shortages, surpluses and reconcile the
2. Organizing – process of allocating tasks among its members
supply and demand
3. Directing – verifies the effectiveness of various plan and policies
b. Qualitative Approach – expert opinion to predict future
4. Coordination – done at all levels of an organization
- evaluations of employee performance
- properly coordinated to achieve goals and probability
5. Controlling – whether everything occurs in the organization
according to plans
2. Forecast of the Supply of External HR
- techniques used for forecasting the internal supply
SCOPE OF HRM
- turnover analysis, skill inventories, and succession
Motivation - important factor planning
- encourages employees to give their best performance 3. Forecast of the Supply of Human Resources Available within the
Organization - not all vacancies can be filled from within
Orientation - given to newly selected employees
- provide a variety of information
FOUR BASIC TERMS OF MANPOWER FORECASTING:
Communication - transmission of ideas, information, facts, opinions
1. Long Term Trend – company operations-customer demands (5y+)
2. Cyclical Variations – reasonable and predictable movement (1y+)
HRP PROCESS
3. Seasonal Variations – reasonable prediction change (1year)
1. Determining the objectives of Human Resource Planning
4. Random Variations – difficult to predict or determine (no special
- ensure that the right number of people for the right kind
pattern)
of job is selected
2. Analyzing Current Manpower Inventory
DIFFERENT METHODS OF HUMAN RESOURCE RECRUITMENT
- analyze the current manpower supply through the
stored information (experience, skills, proficiency) EXTERNAL:
3. Forecasting Demand and Supply of Human Resources Direct Recruitment - placing a notice of vacancy on the notice board
- required skills of personnel for a particular job are Employment Exchanges - details of the job seekers are stored and
matched with the job description and specification given to the employers
4. Analyzing the Manpower Gaps Employment Agencies - hold a database of qualified candidates and
organizations can use their services at a cost
Deficit - demand is more than the supply (new hired need)
Advertisements - announced through various print and electronic
Surplus - demand is less than supply (termination,
media
retirement, layoff, transfer)
Campus Recruitment - external source of recruitment, educational
5. Employee Plan - this plan is to be formulated accordingly
institutions offer opportunities for hiring students
6. Training and Development - equip the new/old employees with
Word-of-Mouth Advertising – spread out to the company’s
the requisite skills to be performed
community of friends and families
7. Appraisal Manpower Planning - actual implementation
- ensure the availability of many
employees for several jobs
SELECTION PROCESS TYPES OF TRAINING
1. Announcing the Job - list out the desired qualifications 1. Induction Training - orientation training
- human resources team can pick where to - familiarize with the internal environment of
advertise an organization
2. Reviewing Candidate Applications - understand the procedures, code of conduct,
policies existing
- go through all the applications, resumes and
cover letters - adjust easily (belongingness and loyalty)
- narrow down the candidate pool 2. Job Instruction Training - provides an overview (addition training)
3. Conducting Initial Candidate Screening - find suitable for the - increasing the knowledge to achieve skills
interviews
3. Vestibule Training - near-the-job-training (training actual work)
Shortlisting Criteria - age, sex, qualification, experience
- conducted away from the work place.
4. Conducting In-person Interviews - better assess qualifications
4. Refresher Training - designed for the old or existing employees
- focus on their ability to communicate and their
compatibility with company culture. - acquaint them with the new skills, methods,
and processes to improve (upgrade/promote)
5. Making Final Candidate Selection - received feedback
5. Apprenticeship Training - gain not only actual work experience
- narrow the pool down to the best fit for the job
- attend classroom lectures to have
6. Checking References - verifying the applicant’s qualifications and theoretical knowledge
experiences with the references
- combination of on-the-job training and
7. Medical Examination - ensure that the candidates are capable of classroom training
performing a job or not
8. Final selection – proves that the applicant has qualified
OFF SITE DEVELOPMENT - given the opportunity to get away from
- final process the job and concentrate solely on what is to be learned
1. Formal Education – formal seminar workshops
EMPLOYMENT TEST 2. Team Building – organized in team and solve common problems
1. Mental Alertness Test – intelligence test and verbal reasoning 3. Case Studies - case problems that are developed similar to those
existing in the work environment
- measure person’s ability to quickly learn
4. Role playing – assumes a role and act the behavior
2. Clerical Aptitude Test - measure speed and accuracy in dealing
with similarities and clerical relationships 5. Simulation - business games developed by HR experts
3. Shop Arithmetic Tests - measure mechanical abilities or skills, - analyze a situation & decide the best course of action
- natural or acquired
4. Space Relation Tests – measure the ability to visualize a IN HOUSE APPROACHES
constructed object from a picture or pattern
1. Management Coaching – immediate supervisor coaches the
5. Proficiency or Achievement Tests - measure proficiency in which subordinate employee
he has had prior experience
- combines observations and suggestions
6. Vocational Interest Tests - discover the patterns of employee
interest 2. Committee Assignments – assigning promising employees to
important committees (governing)
7. Dexterity and Manipulation Tests – requiring manual skills
3. Job Enlargement –adding challenges or new responsibilities
- use of fingers
4. Mentoring – bring together successful senior employees with less
8. Personality Tests - measure personality characteristics experienced members
