2 HR PLANNINGSuatu proses review yang sistematis atas kebutuhan-kebutuhan SDM, untuk meyakini bahwa jumlah dan keahlian yang harus dimiliki, tersedia pada saat diperlukan.Proses analisis dan identifikasi kebutuhan dan ketersediaan SDM, sehingga organisasi dapat mencapai obyektifnya.
7 HR PLANNING Strategic Planning Human Resource Planning Forecasting Human Resource RequirementsComparing Requirements and AvailabilityForecasting Human Resource AvailabilityDemand = SupplySurplus of WorkersShortage of WorkersNo ActionRestricted Hiring, Reduced Hours, Early Retirement, Layoff, DownsizingRecruitmentSelection
8 Forecasting HR Requirements Demand for firm’s goods or services must be forecastEstimate of numbers and kinds of employees the organization will need at future datesForecast is then converted into people requirements
9 Forecasting HR Availability Determining whether the firm will be able to secure employees with the necessary skills, and from what sources these individuals may be obtainedShow whether the needed employees may be obtained from within the company, from outside the organization, or from a combination of the two sources
10 Internal Assessment of the Organizational Workforce 1Auditing Jobs and SkillsWhat jobs exist now?How many individuals are performing each job?How essential is each job?What jobs will be needed to implement future organizational strategies?What are the characteristics of anticipated jobs?
11 Internal Assessment of the Organizational Workforce 2Forecasting the Demand for Human ResourcesOrganization-wide estimate for total demandUnit breakdown for specific skill needs by number and type of employeeDevelop decision rules (“fill rates”) for positions to be filled internally and externally.Develop additional decision rules for positions impacted by the chain effects of internal promotions and transfers.
12 Internal Assessment of the Organizational Workforce 3Organizational Capabilities InventoryHRIS databases—sources of information about employees’ knowledge, skills, and abilities (KSAs)Components of an organizational capabilities inventoryWorkforce and individual demographicsIndividual employee career progressionIndividual job performance data
13 Surplus of EmployeesRestricted hiring – employees who leave are not replacedReduced hoursEarly retirementLayoffs
14 Shortage of Workers Forecasted Creative recruitingCompensation incentives – premium pay is one methodTraining programs – prepare previously unemployable people for positionsDifferent selection standards – alter current criteria
16 HR Forecasting Techniques Zero-based forecasting – uses current level as starting point for determining future staffing needsBottom-up approach – each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs
17 HR Forecasting Techniques Mathematical models –Assist in forecasting. Relationship between sales demand and number of employees needed is positive one.Simulation – technique with experimenting with real-world situation through a mathematical model
19 Benefits of HR Planning Better view of the HR dimensions of business decisionsLower HR costs through better HR management.More timely recruitment for anticipate HR needsMore inclusion of protected groups through planned increases in workforce diversity.Better development of managerial talent