1. HR Information System & HR Planning
11/23/2018
HR Information System & HR Planning

2. Functional area uses for IS

3. IS supporting the functional areas

4. HR Information is required to make decisions about
Hris model
HR Information is required to make decisions about
all HRM functions

5. Reasons for growth People need to analyze large amounts of data
People must make decisions quickly
People must apply sophisticated analysis techniques, such as modeling and forecasting, to make good decisions.

6. Challenges for hris
Security: Hard to Keep confidential information within the HR department
High Setup Cost: High costs involved in purchasing the technology and training the employees to use it
Measure of Performance: There is no mechanism to measure the benefits of HRIS implementation
Assessing Accuracy: Difficult to analyse the quality of the information
Missing Human touch: human touch is more preferrable than computer processing

7. HRIS in Nepali enterprises

8. Findings summarized: Bal, et al, 2012
Assumptions
Satisfaction
(Mean)
Perception
Satisfaction from HRIS and its perception
3.73
3.66
Satisfaction and Perception of HRIS according to position (top, mid, low)
3.85
3.58
3.00
3.92
3.67
3.03
Satisfaction and Perception of HRIS different by gender, by education, & by age _ 1 2 3 4 5

9. Human Resource Planning
It is a process of deciding what positions the firm will have to fill, and how to fill them.
Need for HRP
To assess the future supplies of and demands for Hr.
To ensure that HR is available by providing the information and data on when, where, and how many employees need to be recruited.
To match supplies and demands with the achievement of the organization’s future goals.

10. Steps in HRP Environmental Scanning (internal & external)
Labour demand Analysis
Labour Supply Analysis
Gap Analysis
Action Plan

11. Step 1: Environment Scanning
Identifying sources of strength, weakness, threats and opportunities for making HR decisions
Understanding labour market

12. Step 2: Labour Demand Forecasting
Estimates the number of people required in future and their capacity.
To forecast personnel needs:
Project the demand for the product or service
Project sales and revenues
Plan the volume of production or activity level to meet the planned sales, revenue or activity requirements
Estimate the size of the staff required to achieve it

13. How to forecast personnel needs?
Staffing plans also must reflect:
Projected turnover of staff
Quality and skills of employees in relation to the changing needs of the organization
Strategic decisions (eg. upgrade quality, enhance productivity, enter into new markets)
Technological and other changes resulting in increased productivity
Financial resources

14. HR Forecasting Methods
Qualitative Approach
Delphi method
Nominal Group Technique
Quantitative Approach
Trend analysis
Regression analysis
Markov analysis

15. Step 3: Labour Supply Forecasting
Internal supply forecasts
Information on personnel maintained in HRIS
Qualification inventories
Personnel inventory & development
External supply forecasts
Monitoring general economic conditions
Local market conditions
Occupational market conditions

16. Step 4: Gap Analysis
To determine future shortages or surpluses and matching the demand & supply
Additional staff will be needed to meet the shortage
Retrenchment will be needed for surplus staff

17. Step 5: Action Plan
Preparation to deal with shortages and surpluses of HR:
Recruitment plan
Training and Development plan
Retention plan
Promotion plan
Transfer plan
Succession plan
Redeployment plan
Outsourcing plan

18. HRP in Nepal Analysis is in its infancy Fire-fighting tendencies
Knowledge base (ad-hoc, guess work)
Short term planning
Overstaffing (govt. & public organizations)
Nepotism/ favouritism (private org.)

19. HRP in Nepali enterprises