Professional Documents
Culture Documents
Forecasting Techniques
Forecasting techniques
Expert forecasts
Trend analysis
Workforce analysis
Workload analysis
5-8
Forecasting techniques
Expert Forecasts: These are based on the judgements of those who
possess good knowledge of future human resource needs
Forecasting techniques
Forecasting techniques
Supply Forecasting
Promotions
Transfers Quits
Current Staffing
Promotions Level Terminations
Employees In Employees Out
New Recruits Retirements
Recalls Deaths
Layoffs
Supply Forecasting
Staffing table: Shows the number of employees in each job, how
they are utilised and the future employment needs for each type of
job.
5-15
Supply Forecasting
Supply Forecasting
Replacement chart: It is a visual representation of who will replace
whom in the event of a job opening.
5-18
Replacement chart
General Manager Key
V. K. Garg Names given are replacement
A/2 candidates
P A to A. Promotable now
General Manager B. Needing development
L. Mathews C. Not suitable to position
B/1 1. Superior performance
2. Above Average performance
Assistant General Manager 3. Acceptable performance
R.K. Arora A/2 4. Poor performance
B.K. Nehru B/3
Supply Forecasting
B) External Labour supply: External hires need to be contacted
when suitable internal replacements are not available. A
growing number of firms are now using computerised human
resource information systems to track the qualifications of
hundreds or thousands of employees. HRIS can provide managers
with a listing of candidates with required qualifications after
scanning the data base.
5-20
Formulating HR Plans
Once supply and demand for labour is known adjustments can be
made formulating requisite HR plans
A variety of HR plans
Recruitment plan
Redeployment plan
Redundancy plan
Training plan
Productivity plan
Retention plan
Formulating HR Plans
Recruitment plan
Redundancy plan(who is redundent when and where, plan for re training, golden
handshake, layoffs)
Training plan
Retention plan
Monitor and measure performance
against the plan and keep top
management informed about it.
Provide proper research base for
effective manpower and
organizational planning.
Preparation
Accuracy support
Limitation
in HRP
Numbers
Resistance
games
•Preparation – Human resource planning is not
something which give results quickly. It demands
elaborate preparation, careful monitoring of
internal as well as external factors, strong support
from management and workers and sincerely
implementation. Those who are part of the
planning , must interact with other departments,
and collect information.
•Accuracy – Inaccuracies happen when the
departmental forecasts are made without a careful
examination of relevant issue.
Support – Management support is missing in the HRP. For example,
in cost cutting management weed out the unwanted labour. The few
efficient labour who left complaint about increasing workload. So, in
this management trying to get more from employees without offering
any benefits to them.
Resistance – Employees and the union usually refuse to accept the
increase workload.
Numbers game – Human resource planning focus on the quantitative
side and the quality side is tend to be ignored. (such as morale, career
and training)
HR plans must fit in with overall objective of a firm
They must get consistent support from top
management
Employee skills inventory – computerised HR info
system for applicant tracking, succession planning ,
building skill inventory
Using existing manpower productively
Promotion of employees systematically