21 Functions and evolutions human Resource Planning
of
1 Human resourceplanning workforce planning
a It isthemanagement process of
anticipation and meeting an organization's
current and future staffing needs
2 Labourturnover
Thenumber
a
of employees who leave a firm as a percentage
of it's workforce
peryear
Number
of leavers
100 Labourturnover
Totalstuff rate
Lowturnover suggests good workforce planning and recruitment
Highturnover suggests incompetent employees and poor job satisfaction
eWhy dopeople leaveTheirjobs CLAMPS
ChallengeLocation AdvancementMoneyPride Job Security
a Signs
of poor morale
1 Resistive workforce
2 Frequentunion representaban tomanagement
3 Low suggestion rates
4 Widespread rumours
3 Internaland externalfactors thatinfluence HR
Planningdemographic changechanges in labour
mobilitynew communication technologies
1 Demographic change birthrate lifeexpectancy education
2 mobility Theextent to
Labour which labourcan moretodifferentlocations Relocationcostsfamily
3 Occupational mobility Greater Workers are not occupational mobile since theyarehighly
if ly
specialized in a certain field
oftasks
4Employment rate
5 Government
6 Finances
4 Recruitment process
1Jobanalysis Recountingdifferent components of ajob
2Makejobdescription and person specification
Jobdescription Outline detailsofaparticularjobJobtitlesroles duties
Person specification profile ofthe ideal candidateforthejobQualifications skills
3Jobadvertisement
31 Recruiting internally 32 Recruiting externally
costeffective Timeconsuming 1Newbloodand ideas Notknowcooperateculture
Less risk Nonewideas 1Largerpoolofapplicants Expensive 1timeconsumir
employee is familiar
,1
3.3GoodJob advertisement shouldTRAPSTheemployee
TruthfulRelevant Accurate Positive Short
4Application process appform vitae coverletter
curriculum
5
Selection process shortlistcandidatesinterview contract employment
5 Typesoftraining Onthejobincludinginductionandmentoring offThejobcognitive behavioral
Training Providing opportunities forworkers toacquire skills andKnowledge It leadto improviser
oftask specific skills personal skills and improves workforce flexibility
Improve efficiency business
Costlyfor
Higherstaffmorale
Flexible workforce
1 Induction onThejob
Helpsettle intonewroles
Establishes expectations Timeconsuming
Understand Personnel mustbe excused fromwork
companyculture
Morale booster Information overload
2 MentoringConthejob
Mentaranexperienced staffmember whohelps The montee gain anddevelop specificskillsand
KnowledgeHe motivatesencourages trainsandobservesthe mantee
1Cheap as in housespecialistused Trainee pickup bad practices frommentor
maymentors
Goodworkrelationship Internal couldlack uptodate skills
Mentors mustleave Theirwork
costly forbusiness
3 OffThejob Training
eLearn from third
party specialists egUniversity orspeakers
Expert Expensive
Widerange training
of skillsmaybeirrelevant
Nodistractions
1Networking
4 Cognitive training
Theoretical
training inThe hopes of improving to improved work
overall mental skillswhich lead
performance
improvememory reasoning costly
Maynotbe practical
5 Behavioral training
Practical training toimprove employee attitudes inordertoimprove performance at work
Morecompetent employees costly
Difficulttotrack impactandprogress
, I
6Typesof appraisal formativesummative360degreefeedbackselfappraisal
AppraisalFormal asessment
of an employee's performance in fulfilling hisjob based on Thetasks
evaluación
andresponsibilities set at inTheir
job description
identifytraining needed costlyandtime consuming
Reflector performance Subjective offensive andbiased
set new goals1targets
1 FORMATIVE A planned process where appraisal evidence is used to inform employees aba
strenghts andweaknesses common inschools feedbacks
2 SUMMATIVEWrittendescription an employee's work
Throughout
of
theyear like a report card
performance summarizing achinemos
3 360 degree feedback Collectingwork performance evidence fromManyperspectives
Canbe subjective andtimeconsuming
4 Selfappraisal Employees appraise Themselves on predetermined criteriaThey are expected to be
honestandset realistic improvementsAkward insome cultures
7 PROCESES
Of dismissal and redundancy
DismissalThetermination
of a worker's employment contract due toincompetence or a breach of
contract
Incompetence a lack ofabilityand usefulness
MisconductUnacceptablebehavior
Gross misconduct
EgTheftfraud
a Issueadvisory letter b counseling advising C Dismissal
RedundanciesWhen a business cannolonger afford toemployTheworker orThe
jobcases to
exit Hired
Eg during christmas andThenlaid off
1 Voluntary employeevolunteers tobemade redundant in exchange for redundancy
package compensation
2 Involuntary employer makes employee redundantLIFO lastin firstout
8 Changing employment time migration
practicesllekworkingflexi
Employment practices arechanging dueto 1 Employment sectorchanges
2 Ageing population
3 Labour supply changes
1Tele
working working away fromThe office Through electronic communication Includeshome
war
2Portfolioworking employees whoare in number of differentjobssimultaneously
of
1 Human resourceplanning workforce planning
a It isthemanagement process of
anticipation and meeting an organization's
current and future staffing needs
2 Labourturnover
Thenumber
a
of employees who leave a firm as a percentage
of it's workforce
peryear
Number
of leavers
100 Labourturnover
Totalstuff rate
Lowturnover suggests good workforce planning and recruitment
Highturnover suggests incompetent employees and poor job satisfaction
eWhy dopeople leaveTheirjobs CLAMPS
ChallengeLocation AdvancementMoneyPride Job Security
a Signs
of poor morale
1 Resistive workforce
2 Frequentunion representaban tomanagement
3 Low suggestion rates
4 Widespread rumours
3 Internaland externalfactors thatinfluence HR
Planningdemographic changechanges in labour
mobilitynew communication technologies
1 Demographic change birthrate lifeexpectancy education
2 mobility Theextent to
Labour which labourcan moretodifferentlocations Relocationcostsfamily
3 Occupational mobility Greater Workers are not occupational mobile since theyarehighly
if ly
specialized in a certain field
oftasks
4Employment rate
5 Government
6 Finances
4 Recruitment process
1Jobanalysis Recountingdifferent components of ajob
2Makejobdescription and person specification
Jobdescription Outline detailsofaparticularjobJobtitlesroles duties
Person specification profile ofthe ideal candidateforthejobQualifications skills
3Jobadvertisement
31 Recruiting internally 32 Recruiting externally
costeffective Timeconsuming 1Newbloodand ideas Notknowcooperateculture
Less risk Nonewideas 1Largerpoolofapplicants Expensive 1timeconsumir
employee is familiar
,1
3.3GoodJob advertisement shouldTRAPSTheemployee
TruthfulRelevant Accurate Positive Short
4Application process appform vitae coverletter
curriculum
5
Selection process shortlistcandidatesinterview contract employment
5 Typesoftraining Onthejobincludinginductionandmentoring offThejobcognitive behavioral
Training Providing opportunities forworkers toacquire skills andKnowledge It leadto improviser
oftask specific skills personal skills and improves workforce flexibility
Improve efficiency business
Costlyfor
Higherstaffmorale
Flexible workforce
1 Induction onThejob
Helpsettle intonewroles
Establishes expectations Timeconsuming
Understand Personnel mustbe excused fromwork
companyculture
Morale booster Information overload
2 MentoringConthejob
Mentaranexperienced staffmember whohelps The montee gain anddevelop specificskillsand
KnowledgeHe motivatesencourages trainsandobservesthe mantee
1Cheap as in housespecialistused Trainee pickup bad practices frommentor
maymentors
Goodworkrelationship Internal couldlack uptodate skills
Mentors mustleave Theirwork
costly forbusiness
3 OffThejob Training
eLearn from third
party specialists egUniversity orspeakers
Expert Expensive
Widerange training
of skillsmaybeirrelevant
Nodistractions
1Networking
4 Cognitive training
Theoretical
training inThe hopes of improving to improved work
overall mental skillswhich lead
performance
improvememory reasoning costly
Maynotbe practical
5 Behavioral training
Practical training toimprove employee attitudes inordertoimprove performance at work
Morecompetent employees costly
Difficulttotrack impactandprogress
, I
6Typesof appraisal formativesummative360degreefeedbackselfappraisal
AppraisalFormal asessment
of an employee's performance in fulfilling hisjob based on Thetasks
evaluación
andresponsibilities set at inTheir
job description
identifytraining needed costlyandtime consuming
Reflector performance Subjective offensive andbiased
set new goals1targets
1 FORMATIVE A planned process where appraisal evidence is used to inform employees aba
strenghts andweaknesses common inschools feedbacks
2 SUMMATIVEWrittendescription an employee's work
Throughout
of
theyear like a report card
performance summarizing achinemos
3 360 degree feedback Collectingwork performance evidence fromManyperspectives
Canbe subjective andtimeconsuming
4 Selfappraisal Employees appraise Themselves on predetermined criteriaThey are expected to be
honestandset realistic improvementsAkward insome cultures
7 PROCESES
Of dismissal and redundancy
DismissalThetermination
of a worker's employment contract due toincompetence or a breach of
contract
Incompetence a lack ofabilityand usefulness
MisconductUnacceptablebehavior
Gross misconduct
EgTheftfraud
a Issueadvisory letter b counseling advising C Dismissal
RedundanciesWhen a business cannolonger afford toemployTheworker orThe
jobcases to
exit Hired
Eg during christmas andThenlaid off
1 Voluntary employeevolunteers tobemade redundant in exchange for redundancy
package compensation
2 Involuntary employer makes employee redundantLIFO lastin firstout
8 Changing employment time migration
practicesllekworkingflexi
Employment practices arechanging dueto 1 Employment sectorchanges
2 Ageing population
3 Labour supply changes
1Tele
working working away fromThe office Through electronic communication Includeshome
war
2Portfolioworking employees whoare in number of differentjobssimultaneously
