STRATEGIC PLANNING
- Determination of the overall organizational purpose and goals and how they are to be achieved.
- HR is the integral component of a strategic plan, greatly affects productivity and organization performance.
REQUIREMENT
- Forecasting human requirements involves determining the number and types of employees needed.
- Level of skills has to be determined and matched with the plan operations.
INTERNAL
- existing manpower that could be re-assigned or be promoted.
EXTERNAL
- positions that are not available inside the organization and need to be sourced out.
AVAILABILITY
- When employee requirement have been analyzed, the firm determines whether there is a surplus or shortage of manpower.
SKILL INVENTORY
- This approach involves the listing of all the skills possessed by the workforce and they are made to relate to the requirements of the organization.
RATIO ANALYSIS
- This is a technique wherein the personnel who are promotable to the higher positions are identified together with their backup or understudy.
CASCADE APPROACH
- Under this approach, the setting of objectives flows from the top to bottom in the organization so that everyone gets a chance to make his contribution.
REPLACEMENT APPROACH
- Under this approach, HRP is done to have a body of manpower in the organization that is ready to take over existing jobs on a one to one basis within the organization.
COMMITMENT PLANNING APPROACH
- This involves the supervisors and personnel in every component of the organization on the identification of manpower needs in terms, skills, replacements, policy, working conditions and promotion.
SUCCESOR PLANNING APPROACH
- The approach known as successor planning takes into consideration the different components of the old plan and increase them.
OVER PLANNING
- A plan is likely to fail through an inherent weakness of having covered too many aspects of personnel management at the very early stage of HRP in the firm or government office.
TECHNIQUE OVERLOAD
- The use of many techniques sometimes leads to the gathering of so much information.
BIAS FOR THE QUANTITATIVE
- There are planners in HRP who sometimes make the mistake of being drawn towards emphasizing the quantitative aspects of personnel management to the neglect of qualitative side.
ISOLATION OF THE PLANNERS
- When the top management has a low regard for human resource activities and for the HR staff, they give little encouragement to HRP activities, ignore the plan and withdrawn support for plan implementation.
ISOLATION FROM ORGANIZATIONAL OBJECTIVES
- When HRP is pursued for its own sake or for narrow viewpoint of concentrating on HRD, the effort leads to the formulation of a plan that does not interphase with organizational development.
LACK OF LINE SUPERVISOR’S INPUTS
LONG TERM FORECASTING
- Usually done five years or more.
CYCLICAL VARIATIONS
- reasonable and predictable movement that occur over a period of one year or more.
SEASONAL VARIATIONS
- prediction will change over a period of one year.
RANDOM VARIATIONS
- there is no special pattern and it is difficult to predict or determine.
RECRUITMENT
- the process of attracting the best individuals to join the company on a timely basis in sufficient numbers and meeting the qualification requirements, thereby encouraging them to apply for the jobs in the organizations.
SELECTION
- The process of determining from among the applicants who can meet the job requirements and can be offered the vacant position in the organization.
JOB DESCRIPTIONS
- are written summaries of various jobs consisting of duties, responsibilities and qualifications.
JOB SPECIFICATION
- refers to the minimum qualifications required by a particular job such as educational background, experience, skills and abilities.
STRUCTURE INTERVIEW
- follows set of procedures
UNSTRUCTURED INTERVIEW
- applicant takes the lead.
PANEL OR ROUND TABLE INTERVIEW
- managerial employees.
APPLICATION FORM
- Applicant is required to fill out the company’s official application form.
IN-DEPTH INTERVIEW
- Applicat formally enter into selection process.
EVALUATING REFERENCE
PHYSICAL EXAMINATION
PLACEMENTS
- after the applicant is cleared of all requirements is finally offered the job.
ORIENTATION
TRAINING
KNOWLEDGE
- better understanding to the psychology of a person
EMPATHY
- must be able to know the inner behavior of the individual by understanding his own personality and relate this feeling to the applicant.
COMMUNICATION SKILLS
- Refers to the use of language, gestures, and voice inflection. Words must be carefully chosen.
PROBATIONARY
- The probationary employee can be terminated if he does not pass the required reasonable standards in the job.
REGULAR OR PERMANENT EMPLOYEE
- an employee who passed the probationary period and performing regular activity in the business.
CONTRACTUAL EMPLOYEE
- the employee is hired for a fixed period or a project.
CASUAL OR SEASONAL EMPLOYEE
- hired for a particular work or service, seasonal in nature.
APPRENTICESHIP
- the development of the required skills for a particular type of work.
PANEL JOB INTERVIEW
- faces several interviewers who take turns asking questions
BEHAVIORAL OR EXPERIENCE
- based interview – done to clarify incidents in the applicant’s past such as former jobs or life experiences.
STRUCTURAL INTERVIEW
- pre-established questionnaire based on job descriptions.
UNSTRUCURED INTERVIEW
JOB OFFER
- If he/she accepts the offer, the new hire will be accorded the position title, a summary of the job responsibilities.
TRAINING
- is the process where people acquire capabilities to aid in the achievement of organizational goals.
- Started during the stone age when people started transferring knowledge through signs and deeds to others.
- Vocational training started during the Industrial revolution (operation of machines).
PRODUCTIVITY ENHANCEMENT
- productive as soon as possible.
TURNOVER REDUCTION
- tends to stay longer. Organization effectiveness.
BASIC SKILLS
- skills needed to perform the job effectively.
ADVANCED SKILLS
- Use of Technology to share with other employees.
ASSESSMENT PHASE
ORGANIZATIONAL ANALYSIS
- to help organization accomplish its objective. Grievances, accident record, observations, exit interview, customer’s complaints.
TASK ANALYSIS
- observing them how they perform their tasks. Changes in the work environment due to introduction of new technology.
PERSON ANALYSIS
- studying employee behavior. Whether Performance meets standards of the company. The use of performance appraisal in making individual analysis
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