HUMAN RESOURCE MANAGEMENT BBC 1109

1ST WEEK
LECTURE HANDOUTS
Topic Overview

 Orientation of the University’s Mission and Vision statements

 Overview of the course, Class expectations and Requirements

Part I. Human Resource Planning

 HRP Process
 Coordination
 Consideration

A) Brief Description of the Topic

Human resource planning (HRP) is the continuous process of systematic planning ahead to
achieve optimum use of an organization's most valuable asset—quality employees. Human
resources planning ensures the best fit between employees and jobs while avoiding manpower
shortages or surpluses.

(B) Learning Outcomes

 State the University’s Mission and Vision Statements

 Recognize the various classroom policies and subject requirements
 Illustrate the different stages and importance of Human resources planning in lives

(C) Related Video

Human Resource Planning | https://www.youtube.com/watch?v=LdNm8-euIjA

(D) Sources of Lecture

 Articles, Related Videos, Presentations, and Research

(E) Number of Hours

 3 Hours - lecture delivery

Lecture Delivery

UNIVERSITY MISSION STATEMENT:

Imploring the aid of Divine Providence, the University of the East dedicates itself to the
service of youth, country and God, and declares adherence to academic freedom, progressive
instruction, creative scholarship, goodwill among nations and constructive educational
leadership.

Inspired and sustained by a deep sense of dedication and a compelling yearning for relevance,
the University of the East hereby declares as its goal and addresses itself to the development of a
just, progressive and humane society.

UNIVERSITY VISION STATEMENT:

As a private non-sectarian institution of higher learning, the University of the East

commits itself to producing, through relevant and affordable quality education, morally upright
and competent leaders in various professions, imbued with a strong sense of service to their
fellowmen and their country.

INSTITUTIONAL OUTCOMES
In pursuit of its mission, the University seeks
1. To create curricular programs attuned to the constantly changing needs and challenges of
the youth within the context of a proud nation and enriched culture;
2. To produce innovative research output, the true hallmark of institutional integrity and
dynamism;
3. To render relevant and committed service to the community, the nation, and the world.

Course Description:
Human resource management is concerned with managing people effectively in the
workplace. This function is carried out by most managers in the organization. However, it is the
duty of the specialist human resource manager to provide advice, guidance, assistance and
support on employment matters to all those who have directed responsibility for the management
of people in the organization. The main function of a human resource management is to ensure
the recruitment, selection, training, development and retentions of staff for the efficient and
effective management of the organization. The purpose of this course is to emphasize these skills
and knowledge in human resource management.
WEEK TOPIC REQUIREMENTS
 Orientation of the
university mission and
vision statements.
1ST  Overview of the
course, class
 Class orientation
expectations and
(includes orientation
requirements.
with the University’s
PART I: Human resource Mission and Vision)
planning

 HRP process
 Coordination
Consideration
2ND  Forecasting External
and Internal Labor
Supply
 Methods of
forecasting Internal  Role play relating to
Labor Supply cases in ethics of
HRM
 Concentration
 Case analysis (Ethics
 Forecasting HR
in HRM)
demand
 HR points to plunder:
Human resource
planning
 Trending in HR:
Outsourcing HR!

3RD PART II: Recruitment,  Role play related to job

Selection, and Placement hiring process

 Job analysis
 Acquisition
 Job Analysis Process
 Job description and
Job Specification
 Job analysis
techniques
 Parts of a job
description
Job design principles
4TH  Allocation  Activities related to
 Main steps in HRM functions
 recruitment  Power Point
 External sources of Presentation
Applicants  Group interpretation
 Steps in the selection of the diagram about
process training process
 Placement
 HR points to ponder:
Recruitment
 Trending in HR: May
the Best Applicant
Win
 HR Forefront:
Cultural Biases on the
HR’s Role

5TH PART III: Training and

Development
 Training cycle
 New employee
orientation program
 Training process
 Types of training
needs analysis
 Principles in
designing training
program

6TH  Training methods

 Characteristics of a
good trainer
 Kirkpatrick’s  Case analysis (about
evaluation model motivational activities)
 Return on investment
 PowerPoint Presentation
methodology
 HR points to ponder:
training and  Group activities relating to
development employee development
 Trending in HR: The
quest for leaders
 HR Forefront:
Organization
development

PRELIM EXAM
7TH PART IV: Performance  PowerPoint relating to
Management and employee performance and movement
movement of the employees
 Performance appraisal Presentation
and performance  Research
management Group activities
 Performance
management cycle
 Purposes of
performance appraisal
 Performance appraisal
techniques
Common errors in
performance appraisal
8TH  Main type of
employee movement
 HR points to ponder:
performance
management
 PowerPoint Presentation
 Trending in HR:
 Group activities relating to
performance
recruitment
management
Making a resume and job
HR Forefront: the role of the
application
HR Department in
maintaining a firm’s
competitive advantage
9TH PART V: Rewards
Management  Classroom discussion
 Total reward  PowerPoint presentation
management  Group activities relating to
 Compensation rewards
 Common Conducting a mock interview
terminologies
assigned to
compensation and
benefits
 Criteria for effective
compensation
 External factors in
compensation
decisions
 Internal factors in
compensation
decisions
10TH  Job Evaluation  Case study
  Market rate analysis (about employee
 Pay and grade rewards
structures management)
 Developing pay and PowerPoint presentation
grade structures
 Jobs to grades
 Job grades
 Broad banding
 Contingent pay
 Individual pay
 Group pay
 Compensation for
special groups
11TH  Common modes of  Research
payment  PowerPoint presentation
 Main groups of Group activities relating to
employee benefits employee relation
 HR points to ponder:
safety in the
workplace
 Trending in HR:
Strategic
compensation
decisions
 HR Forefront: HR and
competitive advantage

12TH MIDTERM EXAMNATION

13TH PART VI: Employee  Case study
relations and discipline  PowerPoint presentation
 Schools of thought in  Group activities relating to
employee relations rights of employees and
 Basic rights of employers
employee and
employer
 Employee policies
 Employee handbook
 Employee voice
 Kinds of labor
organization
 Individuals who can
join labor
organization
 Individual who cannot
join labor
 organizations
 Forms of strike
 Settlement of disputes
 Employee code of
conduct
 Employee discipline
Common employee violation
 Positive and negative  PowerPoint presentation
discipline  Research
 The disciplinary Group activities relating to
process employee voice
14TH
 Due process of law
 Employee grievances
classification of employee
grievance
15TH  Grievance handling  Role playing (about the
 General grievance right employee handling
handling procedure procedure)
 Progressive discipline  PowerPoint presentation
 Hot-stove rule  Case Analysis (executive
 HR points to ponder: perks and more part II)
employee handbook
 HR Forefront: key
employee
characteristics


16TH  Career planning Group activities relating to

 SODI career planning career management process
model
Career counseling
 Holland’s career  PowerPoint
choices presentation
17TH  Succession planning  Group activities
 Succession planning relating to union
process issues
 HR points to ponder: case analysis (career at ACT
employee termination flour Mills)
 Trending in HR: the
power of succession
planning
 HR Forefront: high
performance work
system
18TH FINAL
 EXAMINATION

PART I. HUMAN RESOURCE PLANNING

What Is HRM?

Human resource management (HRM) is the process of employing people, training them,
compensating them, developing policies relating to them, and developing strategies to retain
them. As a field, HRM has undergone many changes over the last twenty years, giving it an even
more important role in today’s organizations. In the past, HRM meant processing payroll,
sending birthday gifts to employees, arranging company outings, and making sure forms were
filled out correctly—in other words, more of an administrative role rather than a strategic role
crucial to the success of the organization. Jack Welch, former CEO of General Electric and
management guru, sums up the new role of HRM: “Get out of the parties and birthdays and
enrollment forms.… Remember, HR is important in good times, HR is defined in hard times”
(Frasch, et. al., 2010).

The Role of HRM

Keep in mind that many functions of HRM are also tasks other department managers perform,
which is what makes this information important, despite the career path taken. Most experts
agree on seven main roles that HRM plays in organizations. These are described in the following
sections.

1. Staffing

You need people to perform tasks and get work done in the organization. Even with the most
sophisticated machines, humans are still needed. Because of this, one of the major tasks in HRM
is staffing. Staffing involves the entire hiring process from posting a job to negotiating a salary
package.

2. Development of Workplace Policies

Every organization has policies to ensure fairness and continuity within the organization. One of
the jobs of HRM is to develop the verbiage surrounding these policies. In the development of
policies, HRM, management, and executives are involved in the process. For example, the HRM
professional will likely recognize the need for a policy or a change of policy, seek opinions on
the policy, write the policy, and then communicate that policy to employees. It is key to note
here that HR departments do not and cannot work alone. Everything they do needs to involve all
other departments in the organization.
 3. Compensation and Benefits Administration

HRM professionals need to determine that compensation is fair, meets industry standards, and is
high enough to entice people to work for the organization. Compensation includes anything the
employee receives for his or her work.

4. Retention

Retention involves keeping and motivating employees to stay with the organization.
Compensation is a major factor in employee retention, but there are other factors as well.

5. Training and Development

Once we have spent the time to hire new employees, we want to make sure they not only are
trained to do the job but also continue to grow and develop new skills in their job. This results in
higher productivity for the organization. Training is also a key component in employee
motivation.

6. Dealing with Laws Affecting Employment

Human resource people must be aware of all the laws that affect the workplace.

7. Worker Protection

Safety is a major consideration in all organizations. Oftentimes new laws are created with the
goal of setting federal or state standards to ensure worker safety. Unions and union contracts can
also impact the requirements for worker safety in a workplace. It is up to the human resource
manager to be aware of worker protection requirements and ensure the workplace is meeting
both federal and union standards.

8. Communication

Besides these major roles, good communication skills and excellent management skills are key to
successful human resource management as well as general management.

Human Resource Planning

Human resource planning (HRP) describes an ongoing, data-driven process in which a company
systematically plans for the future in terms of human resources to ensure that available jobs are
suited with appropriately skilled employees. It identifies key HR initiatives for the time period
ahead that will help the organization achieve its strategic goals and maintain its competitive
advantage without staffing shortages or excesses.
Importance of human resource planning
Organizations must be able to adapt their human capital to sustain the continuous shifts in
technology, local and global economics, product innovation, and culture. Human resource
planning is integral to maximizing a well-equipped workforce, and it offers other advantages that
assist in accomplishing your organization’s mission.

Here are some of the objectives HRP can achieve:

 Foreseeing and being prepared for cultural shifts and evolutions of the business environment.
 Anticipating and identifying job and skill changes to meet labor demands.
 Hiring the right talent on a timely basis to support expanded, decreased, or diversified
organizational plans.
 Adapting hiring techniques and benefits to source and hire the best candidates.
 Ensuring your workforce has optimal technical and soft skills to increase productivity.
 Developing career paths for employees to increase their satisfaction and value.
 Building and maintaining effective key HR processes. (Recruitment and selection, training
and development, compensation and benefits planning, performance management.)
 Making good use of your HR budget.
 Maintaining compliance with company policies and government regulations.

5 Steps In The Human Resource Planning Process

The actual process of human resource planning involves five general phases. Listed below is a
summary of each step to help you navigate the process:

1. Analyze organizational objectives and plans

Success in HR planning relies on its connection to business goals, so you must start with a final
purpose in mind. Determine what the organization wants to achieve in the future, how it intends
to accomplish this, and how HR efforts will contribute to it.

Each department will have unique objectives that HR will need to be involved in. Ideally, HR
works very closely with management and has a clear grasp of what every area of the company is
aiming for. Once you know that, you can ascertain how HR will meet those needs. For example,
some departments may need you to focus on recruiting, while others may need to be downsized
and reassign some current employees.

2. Evaluate the current state of your workforce and uncover gaps

Before you go forward with plans for the future, you need to assess where the organization’s
workforce currently stands by assessing its strengths and weaknesses. Do you have the right
number of experienced employees? Which skills at what levels do you already have on board
with your existing staff? To do this, you should consider the following:

 What is your total number of employees?

 How many employees are in each department?
 How many employees hold each position?
 What are the education, skills, competencies, and qualifications of your employees?
 How do employees rank in the performance evaluation data?
 What are the ages of your employees? (How many are approaching retirement?)
There are several ways HR professionals can investigate these variables, such as:

 Meet with managers and department heads for their judgment of their employees’ abilities
and where there is room for improvement.
 Conduct employee self-evaluations.
 Analyze HRIS data.
 Look at past performance reviews.
There are tools that can help you make a road map for this step of the HR planning process.
An organizational chart is a visual description of a company’s staff structure that designates
roles and reporting relationships. Below you can see an example of an HR organization chart in a
mid-sized organization

A replacement chart is a diagram of potential

candidates and their readiness to step into

certain roles upon employee departures.

A skills inventory looks at the availability and

preparedness of current employees to move into either lateral or higher-level roles. It allows you
to identify which employees have the ability to take on new positions as the needs of the
company change. It also helps you uncover any skills deficiencies.

3. Forecast future HR requirements

Forecasting demand is the critical stage of the HR planning process. Bearing in mind the
organization’s future goals, gauge the coming demand and supply of qualified employees.
Demand forecasting involves determining the number of people needed and the level of talent
required. Supply forecasting estimates future internal (promotion, transfers, position expansion)
and external sources and their ability to meet your needs.

Scenario planning is a way to brainstorm situations that may affect the direction of your
organization and labor requirements in the future. Consider technological advancements,
economic changes, new government regulations, etc., and consider how you can be flexible and
which precautionary measures to take.
4. Develop and implement a plan
Now it’s time to formulate a human resource action plan that aligns with your organization’s
overall strategy. It should take into account all the analyses you’ve completed and include talent
strategies to match the supply and demand to get your organization ready for the future.

Your plan can start with the theoretical concept of transforming the company from X to Y and
then name the step-by-step approach that HR will facilitate. This will include developing
methods to enhance specific strategies to take you to the ideal stage. Typical areas of focus
include recruiting, onboarding, training, benefits, performance management, remote/flexible
work options, and company culture.

5. Monitor, review, and reassess your plan

After you put your human resource plan in place, you must determine whether it is yielding
results. Review how well it is helping you execute the organizational strategy and achieve goals
in areas such as productivity or employee retention and satisfaction, etc. Monitor the new
practices and look for areas where the plan might be hindered.

REFERENCES:
https://open.lib.umn.edu/humanresourcemanagement/chapter/1-1-what-is-human-resources/
https://www.aihr.com/blog/human-resource-planning-process/