PERSONNEL MGT

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FORECASTING THE DEMAND AND SUPPLY FOR HR:

Prepared by: IRVING S. AMBRONA FORECASTING THE DEMAND AND SUPPLY FOR HR

Forecasting The Supply of HR::

Forecasting The Supply of HR: Human Resource supply forecasting is the process of estimating availability of human resource followed after demand for testing of human resource.

For forecasting supply of human resource we need to consider internal and external supply:

For forecasting supply of human resource we need to consider internal and external supply Internal supply of human resource available by way of transfers, promotions, retired employees & recall of laid-off employees, etc. Source of external supply of human resource is availability of labour force in the market and new recruitment.

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External supply of human resource indicates the availability of manpower Supply and demand of jobs . External supply of human resource depends on some factors   literacy rate of nation rate of population industry and expected growth rate and level technological development . compensation system based on education, experience, skill and age.

STEPS in determing the supply of Manpower::

STEPS in determing the supply of Manpower:   SKILLS INVENTORY MANAGEMENT INVENTORY ANTICIPATING CHANGES IN PERSONNEL

Skills Inventory:

Is a lists of the names, certain characteristics and the skills of the people working for the organization. It may be done manually or with the aid of computers It provides very important input in planning for training, management development, promotion, transfer and other personnel activities Skills Inventory

Management Inventory:

Is a specialized expanded form of skills inventory for an organization’s current management team It contains brief assessments of the manager’s past performance, strenghts and weaknesses, and his potential for promotion to a higher position Management Inventory

Anticipating Changes in Personnel:

The organization is confronted with changes in the environment and these include those involving personnel To minimize, if not totally eliminate such difficulties, the HR planner must install some means to anticipate any changes in personnel When changes are correctly anticipated proper adjustment can be change Anticipating Changes in Personnel

PLANNING HUMAN RESOURCE PROGRAM:

PLANNING HUMAN RESOURCE PROGRAM

PLANNING FOR SHORTAGES:

RECRUITMENT FROM EXTERNAL SOURCES ENCOURAGING RETIRABLE EMPLOYEES TO POSTPONE RETIREMENT REHIRING RETIRED EMPLOYEES INTRODUCING REMEDIES TO REDUCE EMPLOYEE TURNOVER SUBCONTRACTING HIRING TEMPORAY WORKERS PLANNING FOR SHORTAGES

PLANNING FOR SURPLUSES:

ADOPT ATTRITION AS A POLICY OFFER EARLY RETIREMENT INCENTIVES TRANSFER SOME EMPLOYEES FROM UNITS WITH MANPOWER SURPLUS TO UNITS WITH MANPOWER SHORTAGE SCHEDULE EMPLOYEES FOR TRAINING SLACK PERIOD LAY OFF EXCESS EMPLOYEES PLANNING FOR SURPLUSES

MANPOWER SUCCESSION PLANNING:

STEPS Categorize managerial job according to priority so proper attention could be directed where it is needed. Identify candidates with high promoted Plan development activities for candidates Identify viable near-term replacements for important positions MANPOWER SUCCESSION PLANNING

THANK YOU:

THANK YOU

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