CORE ABILITIES

MODUL 01- PERSONNEL MANAGEMENT

HUMAN RESOURCE PLANNING
to ensure that a certain desired number of
persons with the correct skills will be
available at some specified time in the
future.
◦ Forecasting demand for human resource
◦ Human resource actions
◦ Job analysis
FORECASTING DEMAND FOR
HUMAN RESOURCE

Thereare two aspects for forecasting

demand for human resource:-
◦ Long term
◦ Short term
◦ Resources supply forecasting
Long term
extension of the organization of the firm’s
strategic plans.
long term forecasting of two to five years
is necessary to ensure that company’s
objective are achieved.
knowledge of the organization’s long
term corporate plans are essential so that
plans can be made for the organization’s
future needs for human resource.
Short term
as the human resource department will
require some lead time to provide the
needed work force in the short run.
for example the sales forecasts for the
coming year must be translated into a
production program, master schedule and
department schedule
 Turnover Rate
Number of employees who leave:

Turnover Rate = _________________________________ x

100
Average number of employees

Absenteeism
Number of man-days lost :

_________________________________________________________x 100
(average number of person) x (number of workdays)
Example1:
There are 150 employees at the beginning
of the year. 5 employees have retired and
2 employees was dismissed due to
undisciplined behavior. This employees
had been absent for work for the total of
28 days, not including annual leave and
paid leave.
 Turnover Rate
Number of employees who leave:

Turnover Rate = 7/150 x 100

= 5%

Absenteeism
Number of man-days lost :

= 7/(150)(2)x 100
= 2%
Recruitment
the process of finding and attracting
capable applicants in sufficient numbers
and encouraging them to apply for
employment within the organization.
the process begins when qualified
individuals are sought and end when their
applications are submitted.
Selection
process of choosing from those applicants
who are best suited for the positions
available.
the process begin after the recruitment
process creates a pool of suitable
applicants.
Overtime
As a method of meeting short term
fluctuations in work volume.
a common phenomenon nowadays and is
advantageous to both the organization and
the employees.
Disadvantages of overtime is that when
employees work long hours without rest,
they become very tired and less
productive.
Subcontracting
As an alternative to recruitment,
especially in situations of temporary
demand for human resource.
Is generally advantageous for both the
organization and the subcontractor.
Temporary Employees
to maintain flexibility in situation of
varying workloads.
are normally hired for fixed period not
exceeding six months and leave the
services of the organization at the end of
the period.
Employees leasing
help companies that have been set up to
assist organizations to handle their excess
or special workloads.
the organization leases the employees
who are paid by the help company which
bills the client organization.
IDENTIFYING TRANNING NEEDS
Training Needs Analysis (TNA)
◦ To identify which employees needs training
and what sort of training they need it is
necessary to conduct a training needs analysis.
Two methods in used to obtain the
information in the TNA
◦ Questionnaires
◦ Company records
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