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Strategic Human Resource Management (TM3)

This document discusses human resource planning (HRP), which involves forecasting an organization's future demand for and supply of employees. It covers the traditional and evolving scopes of HRP, factors that affect HRP like the labor market and organizational growth, levels of information needed for HRP like job analyses and skills inventories, and techniques used in HRP like forecasting, matching internal jobs, and developing strategies to manage shortages or surpluses in human resources. The importance of integrating HRP with organizational strategy and benefits like anticipating personnel costs are also highlighted.

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96 views27 pages

Strategic Human Resource Management (TM3)

This document discusses human resource planning (HRP), which involves forecasting an organization's future demand for and supply of employees. It covers the traditional and evolving scopes of HRP, factors that affect HRP like the labor market and organizational growth, levels of information needed for HRP like job analyses and skills inventories, and techniques used in HRP like forecasting, matching internal jobs, and developing strategies to manage shortages or surpluses in human resources. The importance of integrating HRP with organizational strategy and benefits like anticipating personnel costs are also highlighted.

Uploaded by

rahmat
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Strategic Human Resource

Modul ke:
Management

03
Ekonomi Bisnis
Fakultas
Human Resource Planning

Dr. Irfan Noviandy Aulia, S.E., M.M., CHRP

Program Studi
Magister
Manajemen

www.mercubuana.ac.id
Human Resource Planning
HRP is the process of forecasting a firm’s future
demand for and supply ot, the right type of
people in the right number

HRP is sub-system in the total organisational


planning. Organisational planning includes
managerial activities that set the company’s
objectives for the future and determines the
appropriate means for achieving those
objectives
Traditonal Scope of HRP

a. Narrow and reactive


b. Done once in a year
c. Administrative activity carried on in isolation
d. Co-ordination with local newspapers,
agencies and relationships
e. Hire considering current skills and experience
Envolving Scope of HRP

a. Broad and proactive


b. Carried on quarterly basis
c. Strategic activity integrated with business
strategy
d. Strategic alliances with recruiting firms, and
targeted university , leveraging internet as a
tool
e. Hire focusing on assessment of individual
potential
Importance of HRP
The following points elaborate the role of HRP in today’s
organisations
a.Personal needs taken care of
b.Part of strategic planning
c.Creating highly talanted personnel
d.International strategies
e.Foundation for personnel functions
f.Increasing investment in Human Resources
g.Resistance to change and move
h.Unite the perspectives of Line and Staff Managers
Other Benefits
Following are other potential benefits of HRP
a. Upper management has a better view of the HR dimensions
of business decision
b. Personnel costs may be less because the management can
anticipate imbalances before they become ummanageable
and expensive
c. More time is provided to locate talent
d. Better opportunities exist to include women and minority
groups in future growth plans
e. Better planning of assignments to develop managers can be
done
f. Major and successful demand on local labour markets can be
made
Factors Affecting HRP
Type and
Strategy of Time Horizons
Organisation
Type and
Quality of
Labour Market
Forecasting
Information

Type and
Envrionmental
Strategy of
Uncertainties
Organisation

Outsourcing
HRP Organisational
Growth Cycle
and Planning
Short Planning Period – Uncertainty/ Instability

Rapid changes
Many new in social and
competitors economic
conditions

Small
organisational Unstable
size, pool product/ service
management demand
practices (crisis patterns
management)
Long Planning Period- Certainty/Stability

Strong Strong
management competitive
practices position

Evolutionary ,
rather than
Stable demand rapid social,
patterns political and
technological
change
Levels of HRP Information

Geographic limits of
Product mix
market

Strategic
Information

Competitive emphasis Customer mix


Levels of HRP Information
General Organisational Information
a. Organiational stucture
b. Information flows
c. Operating and capital budgets
d. Functional area objectives
e. Production schedules
f. Distributin channels
g. Sales territories
h. Production processes
i. Level of technology
j. Planning horizons
Levels of HRP Information
Spesific Information Necessary for
HRP
a. Job analysis
b. Skills inventories
c. Management inventories
d. Available training and development programmes
e. Recruitment sources
f. Labour market analysis
g. Compensation programmes
h. Constitutional provisions and labour laws
i. Retirement plans and turnover data
Labour Market
When one talks about labour supply, the
following deserve due consideration:
• The size, age ,sex and educational composition
of the population
• The demand for goods and services in the
country
• The nature of production technology
• Employability of the people
Enviromental Scanning
Managers monitor several forces but the following are
pertinent for HRP:
• Economic factors, including general and regional
conditions
• Technological changes, including robotics and
automation
• Demographic changes including age, composition and
literacy
• Political and legislative issues including laws and
administrative rulings
• Social concerns including child care, and educational
facilities and priorities
Forecasting Techniques

Managerial
Judgement

Work Study Ratio Trend


Technique Analysis

HR
Demand
Others
Forecasting Regression
Analysis
Technique
Delphi Flow
Technique Models
HR Supply Forecast

Existing
human
resources

External Internal
sources of sources of
supply supply
HR Planning and Analysis
Organisation
Charts

Job
Staffing
Description
Inventories
Tracking

Internal Job Skills


Matching Inventories

Absenteeism Turnover
Analysis Analysis
Equal Employment
Affirmative
Action Plan

Availability Applicant
analysis Tracking

Workforce
Utilization
Staffing
Recruiting
Sources

Job Offer Applicant


Refusal Analysis Tracking
HR Development

Employee Training Profiles

Career Training
Interests and Needs
Experience Assessments

Succession Planning
Compensation and Benefits

Wage/Salary
Pay Structure
Costing

Vacation
Flexible
Usage and
Benefit
Benefits Usage
Administration
Analysis
Health, Safety and Security

Safety
Training

Material
Accident
Data
Records
Records
Employee and Labour Relations

Union Attitude Exit Employee


Auditing
Negotiation Survey Interview Work
Records
Costing Results Analysis Histrory
Strategies for Managing Shortages
• Recruit new permanent employees
• Offer incentives to postpone retirement
• Rehire retirees part-time
• Attempt to reduce turnover
• Work current staff overtime
• Subcontract work to another company
• Hire temporary employees
• Redesign job process so that fewer employees
are needed
Strategies for Managing Surpluses
• Hiring freeze
• Do not replace those who leave
• Offer VR schemes
• Reduce work hours
• Leave of absence
• Across the board patcuts
• Layoffs
• Reduce Outsourced work
• Employee training
• Switch to variable pay plan
• Expand operations
Reference

Aswathappa. K, Human Resources Management,


Text and Cases, Seventh Edition,New
Delhi,McGraw - Hill Education( India ) Private
Limited , 2013
Terima Kasih
Dr. Irfan Noviandy Aulia, S.E., M.M.,CHRP

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