HR PLANNING

Session 2
Elok Damayanti, SE., MM.
What is the Human Resource Planning?
 HR planning is a systematic process to forecast
demand and supply of human resources in the
future.

 The purpose of human resources planning is to

determine the amount of human resources along
with their respective characteristics (age, education,
skills, traits, etc.), to achieve strategic, operational,
and functional objective.
HR Planning
 Human Resources Planning (human resource
planning) is a systematic process to match the
supply of internal and external employees with office
job openings that estimated to appear in the
organization over a period of time (Mondy 2008).
 Human resource planning has two components:
- Requirement Forecast
- Availability Forecast
HR PLANNING PROCESS
Organizational
Objectives &
Strategies

Scanning the Analyze Internal

External inventory of HR
Environment Capabilities

Forecasting

Organizational Survey of People

Need for People Available

HR Strategies &
Plans
Requirement Forecast
 Requirement Forecast is determining the amount
activity, skill, and the allocation of employees that will
be needed by the organization in the future in order
to achieve its objectives.
 Forecasting reflects various factors, such as
production planning and productivity changes.
 Forecasting needs will determine the amount of the
demand for human resources.
3 CAUSES DEMAND FOR HR
 EXTERNAL FACTOR
 ORGANIZATIONAL FACTOR
 LABOR FORCE FACTOR
Causes Demand for HR
External Factors
 Economic
 Social-Politic-Law
 Technology
 Competitor
Causes Demand for HR
Organizational Factors
- Strategic Plan
- Budgets
- Forecasting Sales and Production
- New Company
- Organizational Design and Job Title
Causes Demand for HR
Labor Force Factors
 Pension
 Resignation
 Dismissal
 Death
 Absenteeism
Forecasting Methods HR needs
 Zero-Base Forecasting: using current employee levels
as a starting point for determining staffing needs in the
future.

 Bottom-Up Approach: every sequence level in the

organization, starting from the lowest, foreseeing their
needs, and finally produce forecasts of employees
needed.

 The relationship between the Sales Volume and

Number of Employees Needed: the most useful
predictor of employment level is the volume of sales.
There is a positive relationship between the demand for
the product by the number of employees needed.

 Simulation Model: forecasting techniques by doing

experiments on real situations using mathematical
Availability Forecast
 Availability Forecast is an activity to estimate the
company's ability to obtain employees with the skills
required.
 In order to predict the availability (supply HR),
human resource managers observe internal sources
(the employees hired at the moment) and external
sources (the labor market).
The use of HR Data Base
 Many employees needed for future positions in a
company, who already work in the company itself. If
it is a small company, management might identify all
employees well enough to match their skills and
aspirations with the needs of the company.
 However, as the growing of the company, the
process of matching is becoming increasingly
difficult. The database is used by organizations to
take seriously the problem of human resources in
matching people with positions.
The use of HR Data Base
 Advances in technology has created ways to
manage and analyze the information. The database
currently includes information on all employees of
managerial and non-managerial.
 Before seeking external sources, companies can use
the database to research the company itself in order
to see where the employees with the required
qualifications.
 An increasing trend is a company automatically
notify new positions to employees who qualified.
HR Database consist information such as:
 History and work experience
 Skills and specialized knowledge
 License or Certificate
 The training has been completed within the organization
 Educational background
 The results of performance assessment History
 An assessment of strengths and weaknesses
 Development needs
 Potential promotions today, and with the further development
 Performance current position
 Areas of specialization
 Occupational preferences
 Geographical preferences
 Career target and aspirations
 Estimated date of retirement
 Personal history, including a psychological assessment
Alternative actions when forecasting
employees are Deficit (Deficiency)
 Creative Recruitment: New approaches for recruiting.
Organizations may need to recruit in different geographic
areas compared to the past, explore new methods, and
look for the types of different candidates.

 Incentive Compensation: Due to intense competition in

getting employees, the company must rely on incentive
compensation.

 Training Program: Training programs are specifically

required to prepare those who unable to work in order to
fill positions in the company.

 Different Selection Standards: Lowering the

employment standards to make people available to fill
positions.
Alternative actions when forecasting
employees are Surplus (Excess)
 Limited Elimination: Reducing the workforce by not
replacing employees who come out.
 Reduction of Working Hours: The company can
also respond to the need of reducing workload by
reducing the amount of total work time.
 Early Retirement: Encouraging employees to retire
earlier with a total package of pension money that is
quite interesting.
 Downsizing: also known as the restructuring and
rightsizing, is basically the opposite of the growth of
the company and suggest changes in the
organization and number of employees. Typically,
both the organizational structure and the number of
employees in the organization are shrink.
Referensi
• Mondy, R.W., 2008, Manajemen Sumber Daya
Manusia, Edisi Kesepuluh (terjemahan), Jakarta:
Penerbit Erlangga.
• Schuler, R.S. & Jackson, S.E., 2006, Human
Resource Management, International
Perspective, Mason: Thomson South-Western.
• Werther, W.B. & Davis, K., 1996, Human Resources
and Personnel Management, 5th Ed., Boston:
McGraw-Hill.