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Human resource management

Learn about personnel planning in HR management, including evaluating existing staff, comparing demand and supply, hiring and firing, and strategic planning for successful HRM.

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Human resource management

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  1. ZaneteGaranti Lecturer University of Mediterranean Karpasia Human resource management

  2. Strategic planning– HR Planning EVALUATE existing people COMPARE demand and supply HIRE new people, FIRE existing ones

  3. Research shows, that managers mostly are concerned about 2 “main” things– HIRE AND FIRE • Personnel planning is the key element for successful HRM, and include more than HIRE AND FIRE

  4. HR planning definitions • Human resource planning is the term used to describe how companies ensure that their staff are the right staff to do the jobs. Sub topics include planning for staff retention, planning for candidate search, training and skills analysis and much more. • Process, by which an organization ensures that it has the right number and right kind of people at the right place and right time, capable of effectively and efficiently completing those tasks that help the organization achieve its overall objectives

  5. Purposesof HRP • Each organization needs personnel with necessary skills, qualifications, knowledge, experience etc. • Need for replacement of personnel • Meet manpower shortages due to labor turnover • Meet needs of expansion/ downsizing • Cater to future of personnel needs- avoid surplus or deficiency of labor • Nature of present workforce in relation with changingenvironment

  6. METHODS OF PERSONNEL PLANNING

  7. APPROCHES QUANTITATIVE planning QUALIFICATION planning How many people do we need? What qualifications do we need? TIME planning PLACE planning Changes in structure (new branches etc.) Long term/ short term planning

  8. QUALIFICATION planning • What kind of personnel do we need? • What are the skills, qualifications, knowledge we look for? • Do we have it already inside of organization? • Do we need to train people?  HUMAN RESOURCE INFORMATION SYSTEMS (software)!

  9. QUANTITATIVE planning • Demand planning: • Trend Analysis • Ratio Analysis • Regression Analysis • Supply planning: • How many current employees will remain in their positions during the planning period? • How many will move to another position (e.g., through transfer, promotion, or demotion)? • How many will leave the organization?

  10. 1. Trend Analysis • Trend analysis- future demand for human resources is projected on the basis of past business trends regarding a business factor Example:

  11. 2. Ratio Analysis • Ratio analysis- the process of determining future HR demand by calculating an exact ratio between the specific business factor and the number of employees needed. It thus provides a more precise estimate than trend analysis Example: • University has 10,000 students and 500 professors • Calculating ratio: how many students for each professor? • If the university plans a student enrollment increase of 1,000 for next year, how many new professors it would need?

  12. 3. RegressionAnalysis • Regression analysis- similar to both trend and ratio analyses in that forecasts are based on the relationship between a business factor and workforce size

  13. PERSONNEL PLANNING DOCUMENTS

  14. JobAnalysis • Job analysis is a process to identify and determine in detail the particular job duties and requirements and the relative importance of these duties for a given job • Job analysis can be used in selection procedures to identify or develop: • job duties that should be included in advertisements of vacant positions • appropriate salary level for the position • minimum requirements for screening applicants • interview questions • selection tests/instruments • applicant appraisal/evaluation forms

  15. Steps inJobAnalysis

  16. Who, What, How? • WHO? • Employees, supervisors, managers, consultants • WHAT? • Skill and education factor needed for job • Each task that is essential to achieve overall result • Physical and metal activity involved in achieving result • HOW? • Checklist, interviews, observation, participation, diary method etc.

  17. JobDescription • Job Description • Job descriptions are required for recruitment so that managers and the applicants can understand the role • Job descriptions are necessary for all people in work • A job description defines a person's role and accountability • Without a job description it is not possible for a person to properly commit to, or be held accountable for, a role • Job Specification • Logical outgrow of job description • Summarizes the human characteristics needed for satisfactory job completion • It describes key qualifications someone needs to perform job successfully

  18. Purpose of Job Description and Specification

  19. Thank you!

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