Professional Documents
Culture Documents
Chapter 1 Strategic Human Resource Planning
Chapter 1 Strategic Human Resource Planning
Human Resource Planning (HRP) - is the process of systematically reviewing human resource
requirements to ensure that the number of the employees matches the required skills.
Strategic Planning is the determination of the overall organizational purpose and goals and how they
are to be achieved.
1. Determining the workload inputs based on the corporate goals and objectives.
2. Studying the jobs in the company and writing the job description and job specifications.
3. Forecasting manpower needs.
4. Checking the Inventory of manpower.
5. Developing Improvement plans.
1. Organizational goals- the human resource planning process should be tied up with the
organizational strategic goals.
2. Human resource forecast- process is the forecasting of human resource needs based on the
business strategies, production plans, and the various indicators of change in technology and the
organization’s operating methods.
4. Human resource availability projections- process is estimating the number of current employees
and those that could be available in the future.
5. Analyzing and evaluating human resource gaps- process is comparing what is needed when what
is available in terms of numbers, mix, skills, and technologies.
a. Emergent strategies- consist of strategies that evolve from the grassroots of the organization and
can be thought of as what the organization actually do.
b. Intended strategies- are the results of the rational decision making by top management as they
develop strategic plans. It is a pattern of plans that integrates an organization’s major goals, policies,
and action sequences into a cohesive whole.
HRIS is any organized approach to obtaining relevant and timely information in which to base human
resource decision. An effective HRIS is crucial to sound human resource decision making. It is
designed to provide information that is- SMAR
SMART
a. Systematic- information must be systematically arranged and contain the needed data.
b. Management oriented- the data and information are essential tools for effective manpower
planning, retention, development and separation of employees.
c. Applicable- the data and information stored in file must be applicable in meeting human
resource decision. A relevant data must be discarded.
d. Result- oriented- the results from the information and the decisions derived thereat must be
acceptable to management and the employees concern. e. Time bound- relevant resource
information are necessary for effective decision making. The need for timely decisions are
crucial to the effective management of human resources.
An effective HRIS also produces and forecasts several important reports related to business
operations
a. Routine reports- these are human resource data summarized on schedule basis like current
manpower status, regular employees, contractual employees, supervisor and managerial
employees on a regular payroll.
b. b. Exception report- this information may contain confidential data that are available only for
managerial decision making and needs immediate attention.
c. On demand reports- this may pertain to productivity index, individual performance record,
and other information that may lead to downsizing and other personal action.
d. Manpower forecasts- applies to predictive models based on specific situation. This may
cover increase or decrease to manpower requirements due to seasonal demands or
increase in customer orders.
1. Staffing applications- common applications used in the area of staffing include the
following:
a. applicant recruiting and tracking
b. government bodies reporting requirements
c. developing a master employee data base d. staffing application for decision making
a. work-force profile analysis- work-force labor supply and demand analysis or work force profile
analysis review.
b. work-force dynamic analysis- number of new hires, transfers and promotions, number still
needed in the future and those employees who are available to fill up job openings in the future.
c. Human resource planning for decision making- this application pertains to information about
employees who are about to retire, job classification of employees for promotions and those
departments that lack basic skills for the job.
e. Training and development applications- these are used primarily to track down the need for
employees training programs, courses to attend, certified skills, and educational qualifications.
f. Compensation and benefits applications- this include payroll, job evaluation, salary survey,
salary planning and analysis, executive compensation planning and management benefits.