HUMAN RESOURCE PLANNING AND INFORMATION SYSTEM.ppt

HUMAN RESOURCE PLANNING AND INFORMATION SYSTEM

1. HUMAN RESOURCE PLANNING
AND INFORMATION SYSTEMS-
WEEK 2
(A)HUMAN RESOURCE PLANNING
Strategic Choices/options:
1.Proactive or reactive HRP
a.Proactive-anticipate needs and systematically
fill them in advance.
b.Reactive-react to needs as they arise.
2.Breadth of planning
a. Narrow focus
•Recruiting
•Selecting

2. b. Medium focus
•Recruiting
•Selecting
•Training and development
c. Broad focus
•Recruiting
•Selecting
•Training and development

3. •Reward systems
•Human Resource Planning and
Information Systems
•Safety and Health
•Performance Appraisal
N/B: The aim in each case is to ensure that
the organization obtains the right number
of employees with the right skills

4. 3. Formality of Plan
•Informal plan- in the heads of HR manager
and staff.
•Formal plan- properly documented and
supported by human resource information
systems.

5. 4. Degree HRP tie with Organization’s
Strategic Plan
•Loose tie
•Full integration-optimum
5. Flexibility
•Ability of the plan to anticipate and address
contingencies
•Uncertainty is reduced by forecasting
possible future conditions and effects

6. Five major choices faced by
organizations in Strategic Human
Resource Management.
ProactiveReactive
Narrow Broad
Informal
Formal
Loosely tied to
strategic plan
Inflexible
Closely tied to
strategic plan
Flexible

7. Exercise
•Many organizations tend to focus on one
extreme rather than a mix of the two.
Discuss.

8. NATURE OF HUMAN RESOURCE PLANNING
•Human Resource Planning is the process of
making decisions regarding the organization and
utilization of human resources.
•Important issues include the number of
employees, ability/skill of the people and hiring
from outside Vs promoting from within.
•The SHRP is affected by the organization's
overall strategic plan and serves as the basis for
overall HRM as illustrated below:

9. SHRP
Overall CSP
SHRP HRM

10. Labour Market
•It is the pool of qualified applicants from
which a company can hire.
•The labor market is dynamic
a.Skill shortages
b.Skill surpluses
c.Laid off staff
d.Labor mobility

11. Four main determinants of labor
according to economists
a.Size, age, sex and education of
population
b.Demand for goods and services in a
country
c.Nature of production technology
d.Labor force participation rates

12. MODEL FOR CONSTRUCTING A
HUMAN RESOURCE PLAN
Org. growth objectives
Job structure&design
Objectives-HR funcs
Aspiration & skill changes
Staff values
and norms
HR Objectives
Future skill reqs
HR short/surplus
External Environ
Perceived mkt opportunt
Technology change

13. Procedure/steps for a HRP model
1. Determine growth objectives
•The impact of external and internal factors
should be examined
• Managing growth is vital because
organizations can grow faster than their
internal capabilities.

14. •High- tech companies such as Apple,
NeXT, and Microsoft were not well
prepared for their rapid growth.
–Shortage of qualified personnel.
– Compelled to pay premium prices/salaries for
required labor
–Organization needs to have a contingency
plan that is flexible in case of unforeseen
circumstances.

15. •Declining organizations are compelled to apply
hard and unpleasant tactics
–Downsizing/right sizing period.
–Contract agreements-union and management staff
–Retraining
–Use of external consultants
–Sub contracting
–Performance contracts
–Divestitures and mergers may create conflict in
corporate cultures and layoffs.
•A sound SHRP can address the problems
mentioned above.

16. 2. Determining human resource objectives.
The HR objectives should be in line with
organizational objectives.
In developing the HR objectives, specific
policies should be formulated to address the
following issues:
• Fill vacancies from within or hire from outside.
• Equal employment opportunity

17. •Relationship between training and development
objectives and HR Planning objectives.
•Union constraints encountered in the HR planning.
•Appropriate intervention for handling union constraints
•Opportunity for job enrichment in the organization.
•Relevance of vacancies/positions in the entire
organization.
•Labor Vs Machine based production and operations
methods .
•Adaptive and flexible personnel.

18. Typical human resource
objectives
•To develop career development plan for all
employees by January 1, 2014
•To establish a computerized human
resource skills inventory of all staff by
December 31, 2010
•To achieve a 70/30 inside outside mix for
promotion during the next three years.

19. 3. Examine job design and
structure
Configuration of jobs changes over time due to:
•Technological change
•Employee skills
•Employee aspirations
•Employee expectations
•Quality circles and quality improvement
programs
Employees want challenging and responsible jobs
that provide opportunities for advancement and
involvement.

20. •Companies will be compelled to redefine
jobs in order to reflect the changing
employee motivational levels , skills and
expectations.
•Attracting and retaining special skills in
computer and engineering fields might be
a great challenge and needs to be
carefully considered in the SHRP

21. 4. Estimating future skill
requirements by occupation of job
category
•Forecasting future skill needs is critical
•Jobs that have changed over time include
those of mechanics, secretaries, teachers
and researchers.
Exercise:
Explain the causes of change in each job
category above.

22. •A skills bank should be computerized and
easily accessed for assessment,
promotion and training purposes.
•Each job should include duties, skills and
qualifications. This facilitates staff
recruitment and should be explicitly
incorporated in the SHRP.

23. 5. Estimating human resource
shortage or surplus for each
occupational category
•Specific action to be taken in case of
shortage or surplus of employees
•Surplus case
–Discharge
–Temporary layoff
–Retain and transfer
–Cash bonus for quitting
–Severance pay
–Early retirement

24. •Shortage case
–Hire from outside if shortage is long term
–Overtime for current employees
–Sub contract part of the work
6. Establish specific objectives for human resource
functions
Recruitment
Selecting
Placing
Training and development
Health and safety

25. Compensating
Appraising
Promoting
Retiring
Laying off
Terminating.

26. (B) HUMAN RESOURCE
INFORMATION SYSTEMS(HRIS)
•Relevant accurate and timely data is needed by
all departmental managers including human
resource department to facilitate sound decision
making.
•Concept is referred to as decision support
systems (DSS).
•Computers facilitate fast decision making in all
human resource functions mainly: recruitment,
promotion, training and discipline.

27. •A good HRIS should have some form of
control mechanisms.
•A good system should have inputs,
transformations, outputs and feedback.
•HRIS is a subset/part of Management
Information System (MIS) which
comprises all departments.

28. •A Decision Support System (DSS) does not
make the decision for the HRM but provides
high quality information necessary to make a
good decision.
•Qualities of a high/good quality information
system:
a.It must be accurate
b.Significant and relevant
c.Comprehensive
d.Readable and have visual impact
e.Consistent in format

29. •Existence of all qualities is likely to yield
synergy of an organization’s HRIS.
Other benefits of a HRIS include:
a.Supports strategic planning and
implementation.
b.Forecasting manpower needs
c.Cost reduction
d.Facilitates budgeting
e.Facilitates auditing

30. f. Facilitates manpower planning
g. Facilitates research
h. Monitor morale, efficiency and labor costs
i. Anticipate changes in the competitive
business environment
j. Privacy of information-company and
personnel.

31. Minimizing access of information to
unauthorized persons
•Legal penalties
•Use of passwords
•Restricted access
•Physically locking up files after use
•Verifying users
•Using audit trails to show who accessed
what, when and where.