This document outlines the process of human resource management and planning. It discusses forecasting personnel needs through analyzing trends, ratios, and other techniques. It also covers forecasting the supply of internal candidates using qualification inventories and replacement charts. Strategic planning involves defining business missions, evaluating strengths and weaknesses, and formulating goals and actions. The process also includes implementing programs and evaluating the results of human resource planning.
4. HR PLANNING AND
ANALYSIS
Through HR planning, managers attempt
to anticipate forces that will influence the
future supply of demand for employees.
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5. RECRUITMENT
The process of finding and attracting
capable applicants for employment.
The HR manager places ads in
newspaper or online job boards to attract
the right type of job candidates.
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6. SELECTION
• A series of specific steps
• HR management shifts through piles
of
• resumes
• To select only the most qualified
applicants.
• To screen applicants to weed out
people who might not fit into their
small organization’s cloture.
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7. PLACEMENT
The assignment of an employee to a
new or different job.
As demands change, placement
activities, transfer, promote, demote,
layoff and even terminate workers.
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9. TRAINING & DEVELOPMENT
• For job-skill training
• To prepare an employee for future
responsibilities
• As jobs evolve and change, ongoing
retraining is necessary to accommodate
technological changes.
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10. PERFORMANCE APPRAISAL
• To evaluates how people perform
• it also indicates how activities have
been done
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11. COMPENSATION
o To reward people for performing
organizational work through pay, wages,
and incentives along with employee
benefits such as social security, workers
compensation, safe working conditions
and overtime pay.
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14. EMPLOYEE & MANAGEMENT
RELATIONS
The relationship between managers and
their employees must be handled
effectively if both the employees and the
organization want to prosper together.
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18. RESOURCE PLANNING
To decide what type of position to fill
through personnel planning and
forecasting.
To systematically forecast an
organization’s future supply of and
demand for employees.
To build a pool of candidates for these
jobs by recruiting internal or external
candidates.
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19. THE HUMAN RESOURCE
PLANNING PROCESS
◦ Forecasting
◦ Goal setting and strategic planning
◦ Program Implementation
◦ Evaluation
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24. •TREND ANALYSIS
To study variations in an
organizational employment levels over
the last few years.
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25. •RATIO ANALYSIS
A forecasting technique for
determining future staff needs by
using ratio between two factors e.g.
Sale volume and Number of
employees needed.
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26. •SCATTER PLOT
A graphical method used to help to
identify the relationship between two
variables.
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36. STRATEGIC PLANNING
Goal setting and strategic planning is a
course of action. It is the company’s long
term plan for how it will balance its
internal strengths and weaknesses with
its external opportunities and threats to
maintain a competitive advantage.
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37. TASKS OF PLANNING
Defining the business and developing a
mission
Evaluating the firm’s internal and
external strengths, weaknesses,
opportunities and threats
Formulating a new business statement
Translating the mission into strategic
goals
Formulating courses of action
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