Download - HR Programs
Prepared by: IRVING S. AMBRONA
FORECASTING THE DEMAND AND
SUPPLY FOR 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
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.
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 populationindustry and expected growth rate and level
technological development.
compensation system based on education, experience, skill and age.
STEPS in determing the supply of Manpower:
SKILLS INVENTORY
MANAGEMENT INVENTORY
ANTICIPATING CHANGES IN PERSONNEL
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
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
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
RECRUITMENT FROM EXTERNAL SOURCES
ENCOURAGING RETIRABLE EMPLOYEES TO POSTPONE RETIREMENT
REHIRING RETIRED EMPLOYEESINTRODUCING REMEDIES TO REDUCE
EMPLOYEE TURNOVERSUBCONTRACTINGHIRING TEMPORAY WORKERS
PLANNING FOR SHORTAGES
ADOPT ATTRITION AS A POLICYOFFER EARLY RETIREMENT INCENTIVESTRANSFER 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
STEPS1. Categorize managerial job according to
priority so proper attention could be directed where it is needed.
2. Identify candidates with high promoted3. Plan development activities for
candidates4. Identify viable near-term replacements
for important positions
MANPOWER SUCCESSION PLANNING
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