1. HR 251 Mohammed Owais Qureshi Hashmi محمد عويس قرشي هاشمي

2. الوضع الصامت

3. :Chapter Five: Human Resource Planning 1. Define human resource planning (HRP) 2. Summarize the relationship between HRP and organizational planning. 3. Explain strategy-linked HRP

4. 4. Identify the steps in the HRP process 5. Describe the different methods used for forecasting human resource needs. 6. Discuss the purpose of skills inventory. 7. Describe succession planning commitment manpower planning and ration analysis.

5. HRP : Process( عملية ) of determining( تحديد ) the human resource needs( حاجة ) of an organization and ensuring( ضمان ) that the organization has the right( حق ) number of qualified( المؤهلين ) people in the right jobs at the right time.

7. To be effective( فعال ), any( أي ) human resource plan must be derived( مستمد ) from the long( طويل )-range and operational( التشغيلية ) plans( خطة ) of the organization. In essence,( جوهر ) the success( نجاح ) of HRP depends largely on how closely( عن كثب ) human resource personal can integrate( دمج ) effective people planning with the organization's business planning( خطة ) process.

8. To accomplish( إنجاز ) this, the planning process should provide:  A clear( واضح ) statement( بيان ) of the organization's mission( بعثة ).  A commitment( التزام ) staff members to the mission.  An explicit( صريح ) statement of assumptions( الافتراضات ).  A plan( خطة ) of action( عمل ) in light of available( متاح ) or acquirable( الامتلاك ) resources( مورد ), including trained( تدريب ) and talented( موهوب ) people.

9. Strategy – Linked HRP is based on a close working relationship between human resource staff and line manager. Human resource manager serve as مستشار consultants to line managers concerning the people management implications of business objective and strategies. إستراتيجية Strategy علاقة relationship

10. Line manager have a responsibility( مسؤولية ) to respond( الرد ) to the business implications( آثار ) of human resource objectives( هدف ) and strategies( إستراتيجية ). Top management( الإدارة العليا ) must also be committed( ملتزم ) to the HRP process.

11. HRP consist of Four basic steps( خطوات ): 1. Determining( تحديد ) the impact( تأثير ) of the organization’s objective( هدف ) on specific( معين ) organizational units( الوحدات ). 2. Defining( تعريف ) the skills( المهارات ), expertise( خبرة ), and total( مجموع ) number of employee (demand for human resource) required( مطلوب ) to achieve( تحقيق ) the organizational and departmental( الإدارات ) objectives

12. 3. Determining( تحديد ) the additional( إضافي ) (net) human resource requirements( مطلب ) in light of the organization's current( الحالية ) human resources. 4. Developing( النامية ) action( عمل ) plans( خطط ) to meet( اجتماع ) the anticipated( من المتوقع ) human resource needs( الاحتياجات )

13. Determine the impact of organizational objectives on specific organizational units Defining the skills, expertise, and total number of employee (demand for human resource) Determining the additional (net) human resource requirements Developing action plans to meet the anticipated human resource needs

14. Methods طرق for forecasting human resource needs can be either Judgmentally or Mathematically based. Judgmentally حكمية method include managerial estimate, the Delphi technique, and scenario analysis. حسابيا Mathematically include various statistical and modeling methods التنبؤ forecasting إما either

15. Judgmentally حكمية Methods A) managerial estimate( تقدير ): managers estimates( تقدير ) and determine( تحديد ) of future staffing needs. B) Delphi technique( تقنية ): judgmental Methods of Forecasting that uses a panel( مجموعة ) of experts( الخبراء ) to make initially( الأولي ) independent( مستقل ) estimates of future demand( الطلب ). C) Scenario( سيناريو ) analysis( تحليل ): Using workforce( القوى العامل ) environmental( بيئي ) scanning data( البيانات ) to develop( تطوير ) alternative( البديل ) workforce scenarios.

16. Mathematically( حسابيا ) include various statistical and modeling methods A. statistical( إحصائي ) method : use historical( تاريخي ) date( تاريخ ) in some manner( أسلوب ) to project( مشروع ) future demand( الطلب ). B. Modeling( النمذجة ) methods: usually( عادة ) provide( تقدم ) a simplified( مبسط ) abstraction( التجريد ) of the human resource demands throughout ( طوال )the organization.

17. Skills Inventory( مهارة المخزون ): Consolidated( موحد ) list( قائمة ) of biographical and other information on all employees in the organization. Which include seven broad categories( فئة ) of information : 1. Personal( الشخصية ) data: age, sex, marital status. 2. Skills( مهارة ): education, job experience, training.

18. 3. Special qualifications( التأهيل الخاصة ): membership( عضوية ) in professional( محترف ) groups( المجموعات ), special( خاص ) achievements( إنجاز ) 4. Salary and job history: Present and past salary, dates of raises( رفع ), various( مختلف ) job held. 5. Company data: benefit plan, retirement( تقاعد ) information, seniority( أقدمية )

19. 6. Capacity( قدرة ) of individual: test scores on psychological( نفسي ) and other tests, health( الصحة ) information. 7. Special( خاص ) preferences( تفضيل ) of individual: geographic( الجغرافي ) location, type( نوع ) of job,

20. Management Inventory( إدارة المخزون ): contains brief assessments( تقدير ) of the manager’s past performance, strengths( قوة ), weaknesses( ضعف ), and potential( محتمل ) for advancement A management inventory is a specialized of skills inventory just for management.

21. There are other frequently used tools to assist the human resource planning tools that include: Succession( خلافة ) planning: Technique that identifies( تحديد ) specific people to fill( شغل ) future openings in key( مهم ) positions throughout the organization. الأدوات والتقنيات

22. Commitment( التزام ) Manpower Planning: Systematic( منهجي ) approach( نهج ) to human resource planning designed to get managers and their subordinates thinking about and involved( المشاركة ) in human resource planning

23. Ratio Analysis( نسبة التحليل ): Tool used in human resource planning to measure the organization’s human resource vitality( حيوي ) as indicated( وأشارت ) by the presence of promotable( للترقية ) personal and existing( موجود ) backups( احتياطية ) Organizational vitality index( مؤشر حيوية ) (OVI): Index that results( النتائج ) from ratio analysis, reflects( يعك ) the organization’s human resource vitality as measured( تقاس ) by the presence( وجود ) of promotable persons

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25. Reference: Byars, L. and Rue, L., “Human Resource Management”, 9 th, McGraw Hill, (2008).