This practical book deals with the subjects of Strategic Human Resource Forecasting and Human Resource Planning. It is divided into three main sections: Strategy, Forecasting, Planning and People; the Strategic Human Resource Forecast; and the Human Resource Plan. The book provides guidance on: how to deal with the end-to-end process of HR forecasting and planning; how to persuade my organization to take these models on board and include them in its own strategy-settling process; how to implement the processes; and how to manage them on an ongoing basis.
A collection of original articles by leading practitioners and researchers, this volume examines methods for human resource forecasting and planning to meet the strategic needs of the organization. As the editors note at the outset, changing characteristics of the workforce and new skill demands mean that human resource planning must become an integral part of corporate strategy development and implementation. In order to compete successfully in an era of rapid technological change, organizations must be able to adequately forecast their needs for different types of employees, consider the extent to which current employees have the needed skills, and examine labor force availability. This book describes ways to collect the necessary environmental data and formulate human resource strategies that recognize current and anticipated changes both in the organization and in the environment in which it operates. The volume begins with a discussion of environmental scanning techniques. The contributors demonstrate how to identify environmental trends, including labor force demographics, and how to apply this information to the development of human resource strategies. The second section considers ways to analyze the organization's future human resource needs by examining employee demographics and job attitudes. In Part Three, the contributors describe how organizations formulate human resource strategies in response to environmental trends and organizational goals. The next group of chapters offers examples of the human resource implications of organizational change. This section includes separate chapters on job loss and employee assistance programs and the effects of a corporate merger, as well as two case studies of the relationship between human resource planning and corporate strategic goals. The contributors conclude by describing organizational reactions to changing environments brought about by an aging workforce, work-at-home jobs, new computer and telecommunications technologies, and the increasing cultural diversity of the workforce. Indispensable for human resource managers and corporate planning executives, this book will also be of significant value to researchers and students in human resource and strategic planning programs.
The fundamental premise of Strategic Human Resources Planning is that different organizational strategies require different human resources management (HRM) policies and practices. This textbook is designed to help human resources (HR) managers plan and make decisions about the allocation of resources for the effective management of people in organizations, within a given strategy. Consideration is given to the HR manager's role in areas such as international expansion, mergers and downsizing, and the development and implementation of business strategies.
Human Resource Planning has globally become a much discussed issue. Throughout the world, manpower redundancy has become so common that it is no more catching the attention of media, India is also no exception to this.Many management institutions and universities have now included HRP as a core paper for their MBA curriculum. We really do not have adequate literature in HRP more specifically to Indian situations. Apart from this, corporate practitioners also like to get some insight to the nitty-gritty of HRP. Keeping all these factors in view, the present book has been developed by the author considering the different aspects of HRP. The book aims to fulfill the need for MBA course on HRP and also for the practitioners as a reference manual to help successful HRP practice in organizations.
This report is designed to give readers an introduction to the principles of human resource planning (HRP) and the areas in which it can be used, including those facing today's managers. Chapter 1 outlines why some organizations no longer plan, describes the background of change and uncertainty that discouraged them, and defines HRP. Chapter 2 first discusses why, although facing some of the same pressures, other organizations continue to use HRP. The reasons discussed include planning for substantive reasons, i.e., to have a practical effect, and planning because of the process benefits. The second part of the chapter addresses where, how, and by whom HRP is carried out. Chapter 3 illustrates the uses of HRP. It contains selected examples pertinent to the problems that organizations are facing today and have always faced. Four issues are used to illustrate the sorts of uses to which HRP is put: determining staff numbers required at a new location; retaining highly skilled staff; managing an effective downsizing program; and determining where the next generation of managers will come from. Chapter 4 focuses on the process benefits of HRP, the value that comes from posing the questions more than attempting to answer them. It covers three broad areas in which asking the questions is seen as useful: thinking about the future, corporate control, and integrating actions. Chapter 5 looks toward the future of HRP. Contains 25 references. (YLB)
The completely revised and updated new edition of Planning & Managing Human Resources will help you successfully implement the steps of strategic planning for human resources. Learn how to establish a strategic human resources plan that will contribute to your organization's business plan and ensure you outperform your competitors.
Research Paper (postgraduate) from the year 2010 in the subject Leadership and Human Resources - Miscellaneous, , language: English, abstract: Forecasting a company’s future demand in human resources is a necessary procedure in light of organizational objectives and strategies. Forecasting is based on information from the past and the present to identify expected future conditions. Such information may come from external environmental scanning and/or the assessment of internal strengths and weaknesses. There are different methods for forecasting human resources demand that range from a manager’s best guess to a complex computer simulation. While simple assumptions may be sufficient in small-sized companies, complex models that combine subjective judgment and quantitative data are usually necessary for larger organizations. The future demand for employees is calculated on an organization-wide basis; the needs of individual units in the organization are taken into consideration. The HR expert or an experienced manager who handles the forecasting process needs to consider specific openings that are likely to occur and to use such data as the basis for planning. Openings are created when employees leave a position because of promotions, transfers, and terminations. Forecasting leads to projections for the future. Depending on the forecasting method used, the projections may be more or less subject to error. Once human resources needs have been identified, the availability must be checked. The forecast of the availability of human resources is considering both internal and external supplies. Internally, succession plans developed to identify potential personnel changes, due to promotion, retirement, resignation, etc for each department in an organization are examined. By the end of this analysis, the organization is able to know if there are employees to cover future demand from within its resources. Externally, there are many factors, such as the labour-force population estimates, trends in the industry and technological developments. The organization must and they do take such factors into consideration to be able to know if ideal candidates can be located.
This volume is the proceedings of a symposium entitled, "Strategic Human Resource Planning Applications" which was held at the University of Pennsylvania in Philadelphia on December 4-6, 1985. The meeting was sponsored by the Research Committee of the Human Resource Planning Society. In developing the symposi~m, the Research Committee built upon a study which resulted in a broad research agenda for the Society. The thrust of that research agenda was emphasis on linking the state-of- practice with the state-of-the-art. In the case of the symposium emphasiS was on the presentation of forward looking applications which could help member organizations link current practice with the research frontier. The meeting had sessions on (1) Description of Issues, (2) Human Resource Costs and Strategy, (3) Case Studies of Strategic Planning, (4) Computer Technology and Office Automation, (4) Large Scale Forecasting and Compensation Issues, (5) Models for Policy Analysis, (6) Work Force Optimization, (7) Implementation of Information Processing Activities, (8) Productivity Analysis, and (9) Relationship of Strategy to Practice. Thirty papers were presented with discussion sessions at appropriate points in the m~eting. This volume contains 18 of these papers along with an introductory paper. A short summary is also provided at the beginning of each major subdivision into which the papers are arraigned.
