STUDY GUIDE (HRM)

GROUP 1-report

Chapter 2 Strategic Human Resource Planning

HUMAN RESOURCE PLANNING
Human Resource Management is increasingly recognizing HRP as an important
factor. HRP involves regularly inspecting human resource requirements to ensure
that the quantity of personnel matches the capabilities needed. It matches internal
and external skills with expected job opportunities in the organization
WHAT IS STRATEGIC PLANNING? Strategic planning establishes the organization
' s mission and goals. It depends on human resources, which impact productivity and
performance. The HRD will determine the total manpower needed for strategic
operations.

TWO IMPORTANT COMPONENTS OF HUMAN RESOURCE MANAGEMENT

PLANNING
1.REQUIREMENT- Personnel numbers and classifications are needed to forecast
human demands. Requirement determines skill level and plan operations. This will
include production plans, productivity modifications, and new technology if
applicable.
2. AVAILABILITY - Having a surplus requires cutting staff some approaches include
restricted hiring, reduced work hours, early retirement of aging employees, and the
worst, layoffs. After exhausted internal options, the HRD must hire the right number
and quality of personnel outside the company if the manpower forecast predicts a
shortage.

ASPECTS OF HUMAN RESOURCE PLANNING

Systematic Forecasting of Manpowering Needs- determine manpower demands,
which are planned and monitored.
Performance Management- Analyzing, improving and monitoring the performance
of the employees as well as the company.
Career Management- Identifying, planning, and monitoring each employee ' s
career goals improves productivity.
Management Development- Assessing and determining the developmental needs
managers.

PLANNING TECHNIQUES IN HR MANAGEMENT

1. SKILLS INVENTORY- This method lists all employee skills and requires complete
information on each employee ' s experience and training.
2. RATIO ANALYSIS- This method identifies promotion-eligible employees and
recruitment to support backup needs also backup ratio must also be trained.
3. CASCADE APPROACH- This method creates a strategy that includes rank-and-
file goals from top to bottom so everyone may contribute
4. REPLACEMENT APPROACH- This technique requires year-round replacement
applications and HRP has a collection of workers ready to take over existing tasks
one on one.
5. COMMITMENT PLANNING APPROACH- Supervisors and staff in every
department identify manpower needs in terms of skills, replacements, policy, working
conditions, and promotion to prepare the organization for current and future
operations.
6. SUCCESSOR PLANNING APPROACH- This method also lets HR workers get by
without asking much from management, which doesn 't expect much radical change
from HR.

COMMON WEAKNESSES IN HUMAN RESOURCE PLANNING

1. Over-Planning
2. Technique Overload
3. Bias for the Quantitative
4. Isolation of the Planners
5. Isolation from Organizational Objective
6. Lack of Line Supervisors ' Inputs.
FOUR BASIC TERMS OF MANPOWER FORECASTING
1. Long Term Trend - Depending on firm operations and client expectations, long-
term forecasting lasts five years or more.
2. Cyclical Variations -This is reasonable and predictable movement over a year or
longer. Economic conditions, political instability, peace and order, customer demand
loss, and societal influences may cause this cyclical movement.
3. Seasonal Variations - This one-year predicted change is realistic. This includes
companies that make seasonal products and recruit temporary labor for holidays and
other special events.
4. Random Variations - This time, there is no pattern and it is hard to forecast. The
HR professional must forecast the workforce carefully, especially when hiring. This
line hires temporary labor instead of regular personnel.
THE IMPORTANT ELEMENTS IN STRATEGIC HUMAN RESOURCE PLANNING
1.Organizational Goals - Organizational strategic goals should guide human
resource planning.
2. Human Resource Forecast - The second step in planning is anticipating human
resource demands based on corporate strategy, production plans, and technology
and operating method indicators.
3. Employee Information - The third step in the planning process is maintaining
accurate information concerning the composition, assignment and capabilities of the
current workforce.
4. Human Resource Availability Projections - The fourth step of human resource
planning is estimating present and future personnel.
5. Analyzing and Evaluating Human Resource Gaps - The fifth step in human
resource planning involves comparing numbers, mix, skills, and technologies to what
is needed.

HUMAN RESOURCE ROLE IN PROVIDING COMPETITIVE ADVANTAGE

HR practices implement ways to improve the organization and address the company
' s competitive advantage. HR provides strategic competitive advantage in two ways.
1. EMERGENT STRATEGIES- include grassroots strategies that represent the
organization ' s actual work. Most emerging strategies are identified by lower-level
managers.
2. INTENDED STRATEGIES- It merges an organization ' s main goals, policies, and
action sequences into a plan. The new strategic HRM job focuses on strategies.
HUMAN RESOURCE INFORMATION SYSTEM (HRIS)
Information must be systematically arranged and contain the needed data.
1. SYSTEMATIC- Information must be systematically arranged and contain the
needed data.
2. MANAGEMENT-ORIENTED- Effective staff planning, retention, growth, and
separation require information.
3. APPLICABLE- The file data must be useful for HR decisions Information must be
updated to meet personnel needs. Management must trust the information. the truth
4. RESULT-ORIENTED- The information and decisions must satisfy management
and employees. The findings must boost firm productivity and employee satisfaction.
5. TIME BOUND- The need for timely decisions are crucial to the effective
management of human resources.
SOFTWARE APPLICATION FOR HRM
Introduction of HRM software has made HR managers ' decision-making functions
as simple as clicking on computer programs.
THE MAIN HUMAN RESOURCE FUNCTIONS ARE:

1. Staffing Applications - Common applications used in the area of

staffing include the following:
a. Applicant recruiting and tracking
b. DOLE reporting requirements
c. Developing a master employee database
d. Staffing applications for decision-making
2. Human Resource Planning Applications - This comprises
company-specific programs to predict staff churn, growth, promotion,
and other personnel moves.
CHAPTER 6: JOB EVALUATION AND WORK FLOW ANALYSIS
Good HR management requires corporate job knowledge. Every corporate duty must be
understood by management and supervisor. This comprises what each worker performs, how,
why, under what conditions, and what skills he needs to execute it properly.
Organizational structure analysis is job vertical and horizontal linkages. We must
understand how one b relates to others above, below, and within functional zones.
Organization structure analysis can give a company a competitive edge, but that depends on
strategy and competitive climate.
The Rationale for Job Analysis- Job analysis serves numerous important purposes in human
resource management and shop or office worker supervision. Job analysis is the foundation of
human resource management since it informs all personnel actions.
THE JOB ANALYSIS PROGRAM AND ORGANIZATIONAL STRUCTURE
Studying organizational structure is the first step in job analysis. This would show job
relationships throughout the company. Organizational charts show the vertical and
horizontal relationships of organizational structure. Divisional structures have holistic
jobs and more decision-making and authority teams.
THE ROLE OF HUMAN RESOURCES AND JOB EVALUATION
The Human Resources Department works with all operating departments to analyze
jobs. While it's primarily about personnel, most of the information comes from
jobholders. The supervisor or manager must notify the HRD of any job assignments
or responsibilities changes owing to new technology or manufacturing process
improvements.
THE GATHERING OF JOB EVALUATION
Job Analyst- The job analyst, trained to evaluate jobs, studies jobs for the personnel
department. The job analyst examines job duties, responsibilities, and specifications. This
requires knowing the conditions around the jobs' functions and tasks.
THE IMPORTANCE OF JOB TITLE
Correct job titles are crucial in the company. Similar jobs with similar activities and
responsibilities need similar nomenclature. The job title must clearly states the job's
area of responsibility and its ties with other unit or department jobs. Job titles must
reflect main duties. The organization must publish all job titles using standard
language for easy identification.

The Nature of Job Analysis Information

Job analysis focuses on two crucial data points for managers: the proper information
about employees' jobs. This shows what the employee does daily, weekly, monthly,
or annually. It also reflects the workplace. Both important factors are:
1. The Job Description- Any job analysis program produces a job description. The
job description lists duties, responsibilities, and tasks. This comes from the job
analysis report.
2. Job Specification- The job specification lists the skills and qualifications needed
to do the job well. The employee's education, training, experience, and work
environment are considered.

Job Analysis Methods

There is no best work analysis method. The analytical approach depends on the aim, time, and
budget of the company.

1. The Job Questionnaire Method.- The questionnaire includes its aim, clear
instructions, and a procedure. The supervisor distributes the questionnaire to the
employee, who answers it and verifies the information. The updated questionnaire is
sent to the HRD for job description finalization. Job knowledge should be studied
continuously.
2. The Interview Method- Blue-collar professions often involve interviews since
employees may not be able to answer the questionnaire. The analyst gathers facts
and develops a personal view of the profession, which will help him perfect his job
description.
3. The Combination of Interview and Questionnaire Methods- In this procedure,
the job analyst offers the questionnaire and interviews later. The analyst structure
interviews the employee's immediate supervisor to verify information.
 4. Observation and Interview Method - This strategy involves worker observation
at work and at their station.
While executing his duties, the employee is observed. After observation, the job
analyst interviews the worker and supervisor to confirm observation and time and
motion study results. The written job description will be provided to the supervisor
and employee for final evaluation and printing based on the interview, observation,
and time motion study.