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Human Resource Management > Ch6: Human Resource Planning > Flashcards

Ch6: Human Resource Planning Flashcards

1
Q

Causes of DEMAND OF HR

Main

A
  1. External
  2. Organisational
  3. Workforce
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2
Q

Causes of DEMAND OF HR

list External factors??

A
  1. Economics
  2. Social political legal
  3. Technology
  4. Competitors
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3
Q

Causes of DEMAND OF HR

List Organisational factors??

A
  1. Strategic plans
  2. Budgets
  3. Sales & production forecast
  4. New ventures
  5. Organisation and job design
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4
Q

Causes of DEMAND OF HR

List Workforce factors??

A
  1. Retirement
  2. Resignation
  3. Termination
  4. Deaths
  5. Leaves of absence
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5
Q

Causes of DEMAND OF HR
External factors
Discuss economics & social political legal

A
  1. Economics factors difficult to predict in short run
  2. Inflation, unemployment are difficult to forecast
  3. social political legal are easy to predicts
    Eg changes in laws & wars
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6
Q

Causes of DEMAND OF HR
External factors
Discuss technological & competitors

A
  1. Technology develops increases unemployment.
  2. one department decrease and increase in other department makes HR more complicated
  3. ROBOTS
  4. Competitors forces downsizing to reduce cost and gain edge
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7
Q

Causes of DEMAND OF HR
Organizational Decision
Discuss Strategic plans, Budgets & Sales and Production forecasts

A
  1. Strategic Long term plan; long range HR Plans for future employment.
  2. Strategic Short term plan; by using budget increase or cut in HR plans.
  3. More short term strategic plan: checking against sales and production forecast and act accordingly
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8
Q

Causes of DEMAND OF HR
Organizational Decision
Discuss New Ventures & Organisation Job design

A
  1. New Venture from Scratch: Immediate HR Demands and HR Planners workout long and short term plan.
  2. If acquisition or Merger: Redesign of jobs
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9
Q

Causes of DEMAND OF HR
Organizational Decision
Discuss All Workforce factors

A

Monitor Past Experience carefully to analyse the trend and work out accordingly.

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10
Q

What is Forecasting Techniques

A

to predict future demand for employees in an organisation

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11
Q

List main heads of Forecasting Techniques

A
  1. expert
  2. trend
  3. other like budget and planning analysis , new venture analysis and computer models
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12
Q

Forecasting Techniques

List expert`

A
  1. Formal and instant decision
  2. Formal expert survey
  3. Nominal group technique
  4. Delphi Technique
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13
Q

Forecasting Techniques

List trend`

A
  1. Extra-pola-tion
  2. Index-a-tion
  3. statistical analysis
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14
Q

Forecasting Techniques

List other`

A
  1. Budget and Planning analysis
  2. New venture analysis
  3. Computer models
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15
Q 
Forecasting Techniques
expert
Discuss 
1. Formal and instant decision
2. Formal expert survey
A
  1. Expert forecasts are based on the judgments of those who are knowledgeable about future HR needs. e.g line manager, HR planners
  2. In larger organisation survey (infomal) those managers who are the ultimate experts in the future staffing needs of their departments.
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16
Q

Forecasting Techniques
expert
Discuss
3. Nominal group technique

A

formal survey pool, a written questionnaire of focus discussion using NGT.

  1. INTRO and explanation
  2. Silent generation of ideas.
  3. Sharing ideas.
  4. Group discussion
  5. Voting and Ranking
17
Q

Forecasting Techniques
expert
Discuss
4. Delphi Technique

A

Facilitator to solicit and collate written, expert opinion on labor forecast.
After answer are received, a summary of the information is developed and distributed to the expert,
who are than requested to submit revised forecast.
Expert never meet face-to-face, but rather communicate through the facilitator.

18
Q

Forecasting Techniques
trend
Discuss 1. Extra-pola-tion

A

forecast employment demands by estimating past employment change
20 workers hired on average each month for last two years….

19
Q 
Forecasting Techniques
trend 
Discuss 
2. Index-a-tion
3. statistical analysis
A

Index-a-tion estimate future employment:
1. past rate
2. organisational growth
other factors constant remain unstable for long run.
more sophisticated statistical analysis is to be used for better projection.

20
Q 
Forecasting Techniques
other
Discuss
1. Budget and Planning analysis
2. New venture analysis
3. Computer models
A
  1. Budget and Planning analysis
    Budget and Extra-pola-tion is to be study for estimate.
  2. New venture analysis
    HR planners compare with other new ventures organisation for similar work
  3. Computer models
21
Q

Forecasting Techniques
other
Discuss
3. Computer models

A
  1. Computer models
    series of mathematical formulas simultaneous used with Extra-pola-tion, Index-a-tion, survey results are used to compute future staffing needs
22
Q

Components for the future demands of Human Resource

A

External - Organisational - Workforce

> > > > > > > > > > > > > > > > > > > >

Experts - Trend - Other

> > > > > > > > > > > > > > > > > > >

Demand for Human Resource
Short Range
Long Range

23
Q

Stages of Complexity and Sophistication in Human Resource Forecasting
More better way for practical forecasting in real world
Stage 1

A
  1. mangers discuss goals, plans and drive numbers of people needed in short run
  2. Highly informal and subjective
24
Q

Stages of Complexity and Sophistication in Human Resource Forecasting
More better way for practical forecasting in real world
Stage 2

A
  1. annual budgeting and planning includes human resource needs
  2. specify quality and quantity of talend required.
  3. identify problem that needs a solution
25
Q

Stages of Complexity and Sophistication in Human Resource Forecasting
More better way for practical forecasting in real world
Stage 3

A
  1. using computer generated analysis examine causes of problems and future trends regarding flow of talent.
  2. relieve managers for forecasting tasks
26
Q

Stages of Complexity and Sophistication in Human Resource Forecasting
More better way for practical forecasting in real world
Stage 4

A
  1. modeling and computer simulation of talent needs, cost of hiring, plans and goals of organisation
  2. provide best possible information for decision making
  3. Exchange data with other companies and government.
27
Q

Staffing Table

A

Metropolis
City Government
Stafing Table

Date Completed:__________

Budget code No | Job Title | Department |Anticipated openings by month of the year

Anticipated openings by month of the year
Total | 1 | 2 | 3 | 4 | 5 | 6 |…. | 12 |

28
Q

Replacement Chart

A

A Ready for promotion
B Need more experience
C Not suitable for job

1 Outstanding Performance
2 Acceptable Performance
3 Poor Performance
4 Unacceptable Performance

Human Resource Management (2 decks)

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