3 Time Horizons of HR Planning

1. Short Term (up to 1 year)  
2. Intermediate Term ( 2 to 3 years )
3. Long Term ( More than 3 years )

Forecasting Demand and Supply

Short Term HR

• What jobs need to be filled and vacated?
• How and where will we get people to fill and vacate jobs?

Intermediate Term HR

Demand :

predict organizational outputs in combination with the technology that the organization intends to use, dictate the human resource needs of the organization.

 

Supply :

2 basic techniques to forecast internal labor supply

Judgmental technique : Replacement Planning

Statistical technique

 

2 steps of statistical method 

-  generating an inventory of      

    current supply 

-  predicting how the supply  is  likely to change over time

Long Term Hr

1. Succession planning programs are complex systems designed to safeguard the long-term health of the organization. 
2. The key activities in succession planning are identifying high-potential employees, identifying needed competencies, and providing learning experiences to develop these competencies

Establishing Objectives

Short Term HR

1. Increase applicant pool
2. Attracting different mix of applicants
3. Improving qualifications of new hires
4. Increasing the length of time that desirable employees & decreasing for those undesirable employees stay with the organization
5. Help newly hired employees develop the skills needed by the organization

Intermediate Term HR

Short-term objectives include attracting,

accessing, and assigning employees to jobs, intermediate-term objectives are more likely to include readjusting employees' skills, attitudes, and behaviors to fit major changes in the needs of the business,' as well as adjusting human resource practices to fit changes in the needs of employees

Design and Implementation of Programs

Short Term HR

1. Recruiting programs are used to influence the size and quality of the applicant pool. 
2. Selection programs are developed for making hiring decisions. 
3. Performance appraisal systems identify performance deficiencies to be corrected and competencies to be rewarded. 
4. Training programs emphasize developing skills for use in the near future. 
5. Compensation systems are designed to attract new employees, to motivate people to perform well, and retain  employees

Intermediate Term HR

Intermediate-Term Programs to Help Employees Adjust to Changing Organizations

• - Technology creates the need for training
• - Service-related jobs require new management styles
• - A shortage of well-prepared new hires spurs outreach programs.
• - Economic conditions force downsizing
• - Organizations must adapt to a diverse workforce

Long Term Hr

Psychological testing program to integrate its business needs and long     term human resource planning

Design and Implementation of Programs

Short Term HR

• Recruiting programs are used to influence the size and quality of the applicant pool. 
•  Selection programs are developed for making hiring decisions. 
•  Performance appraisal systems identify performance deficiencies to be corrected and competencies to be rewarded. 
•  Training programs emphasize developing skills for use in the near future. 
•  Compensation systems are designed to attract new employees, to motivate people to perform well, and retain  employees

Intermediate Term HR

Intermediate-Term Programs to Help Employees Adjust to Changing Organizations

1. - Technology creates the need for training
2. - Service-related jobs require new management styles
3. - A shortage of well-prepared new hires spurs outreach programs.
4. - Economic conditions force downsizing
5. - Organizations must adapt to a diverse workforce

Long Term Hr

Psychological testing program to integrate its business needs and long     term human resource planning

Evaluating  Human Resource Programs

Short Term HR

Short-term planning objectives are generally stated in terms that are relatively easy to quantify (e.g., numbers of applicants, numbers of hires & performance levels of employees), systematic evaluation of human resource programs to meet short-term organizational needs is quite feasible, and some types of program evaluations are actually common in large organizations.

Intermediate Term HR

Intermediate time horizon encompasses more uncertainties and contingencies because programs are often larger in scope and the appropriate unit of analysis for evaluation is often the productivity level of an entire department or business unit

Long Term Hr

-Presently most of our knowledge about how to develop and improve long-term human resource programs has been generated through trial-and-error rather than through systematic research. Nevertheless, much knowledge about individual behavior and development has been gained by analysis of the massive amounts of data generated by large-scale, ongoing management planning systems.

- Evaluation of succession planning programs have emphasized the ability to predict individual outcomes, such as career progress and satisfaction.

HOW TO DEVELOP A STRATEGIC HUMAN RESOURCE PLAN

A Strategic Human Resource Planning Model

1.Setting the strategic direction

Recommended actions 

2.Designing the Human Resource Management System

3. Planning the Total Workforce