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2. Development Planning and Administration MPA – 403 Lecture 14 FACILITATOR Prof. Dr. Mohammad Majid Mahmood Bagram

3. Reflections

4. Human Resource Planning & Human Resource Retention

5.  Most chief executives acknowledge that there is a link between HR practices and organizational performance.  Retaining and motivating “knowledge workers” has become the primary aim … When they leave, the business loses an essential element of intellectual capital. Words of Wisdom

6. Human Resource Success Factors Attracting and hiring the best employees Equipping employees with the skills needed to excel Compensating employees fairly Motivating employees to reach their full potential

7. 7 Human Resource Challenges Employees are struggling to balance their home and work lives Managers are challenged to manage and communicate with employees around the globe A diverse and multicultural workforce requires better workplace communication and training Technology is impacting decision making, communication, and business operations Human Resource Laws are dictating many aspects of the employee-employer relationship

8. The process of anticipating an organization’s future human resource needs and then developing action plans for fulfilling identified needs. Human Resource Planning

9. HR Planning It involves:  Identifying and acquiring the right number of people with the proper skills  Motivating them to achieve high performance

10. Significance of HRP Even an imperfect forecast is better than none at all Anticipating needs – prepare for the future gives you an edge Address potential problems – avoid skill deficiencies

11. HRP HRP ensures that the organization has:  Right Number  Right Kind  Right Place  Right Time HRP is also called: Manpower Planning, Personnel Planning Or Employment Planning

12. The Process of Human Resource Planning Organizations need to do Human Resource Planning so they can meet objectives and gain a competitive advantage over competitors.  Human resource planning compares the present state of the organization with its goals for the future  Then identifies what changes it must make in its human resources to meet those goals

13. 13 Strategic Planning Human Resources Planning Forecasting Human Resource Requirements Comparing Requirements and Availability Forecasting Human Resource Availability Demand = Supply No Action Surplus of Workers Restricted Hiring, Reduced Hours, Early Retirement, Layoff Shortage of Workers Recruitment Selection The Human Resource Planning Process

14. Human Resource Planning Job Description The tasks and responsibilities of a job. Job Specification A list of the skills, knowledge, and abilities a person must have to fill the job. Job Analysis A study of the tasks required to do a particular job well.

15. Reasons For Conducting Job Analysis  Staffing - Haphazard if recruiter does not know qualifications needed for job  Compensation - Value of job must be known before rupee value can be placed on it  Safety and Health - Helps identify safety and health considerations  Legal Considerations - Having done job analysis important for supporting legality of employment practices

16. Job Analysis Job Analysis is not a one time activity as jobs are changing constantly The job and not the person – an important consideration in job analysis is conducted of the job and not of the person

17. Job Analysis Methods Questionnaires Observation Interviews Combination of methods

18. Job Description Document that states tasks, duties, and responsibilities of job

19. Content of a Job Description Job Identification - Job title, department, reporting relationship, and job number or code Job Summary - Concise overview of job Duties Performed - Major duties

20. Job Description A job description  Clarifies work functions and reporting relationships, helping employees understand their jobs.  Aids in Performance evaluations.

21. Writing a JD Duties are to be listed in order of importance. Avoid using the term 'responsible for' rather describe the action e.g. 'obtains', 'coordinates' etc.

22. Writing a JD Duties that take less than 5% of the officer's time should not be shown as separate but grouped with other duties. Use action verbs which tell what the position does. Examples include "supervises", "programs", "directs" and "analyzes". Provide specific examples to illustrate the duties Avoid ambiguous terms such as "oversees" or "manages", instead, describe the activities involved in overseeing or managing.

23. Job Specification Job Specification - Minimum qualifications person should possess to perform particular job Should reflect minimum, not ideal qualifications for particular job

24. Problems if Job Specifications are inflated May systematically eliminate minorities from consideration Compensation costs will increase Job vacancies will be harder to fill

25. 25 Forecasting HR Demand FORECASTING ‘makes use of information from the past & present to identify expected future conditions’.

26. 26 Forecasting Techniques Trend Projection Forecasts: 1. Extrapolation: involves extending past rates of change into future (if an average of 20 production workers were hired each month for past 2 years, extrapolating that trend into future means that 240 production workers will be added during upcoming year.)

27. 27 Ratio Analysis RATIO between output & manpower deployed to achieve that output is established at a given point of time Eg., revenue per employee, sales vol. per salesperson, units produced per employee, etc. Forecasting Techniques

28. 28 HR Inventory 2 types – 1)Skills inventory: describes the skills & knowledge of non- managerial employees & is used primarily for making placement & promotion decisions 2)Management inventory: contains the same information as in skills inventory, but only for managerial employees which describes the work history, strengths, weaknesses, promotion potential, career goals Forecasting Techniques

29. Managerial Estimates Sales Projections Simulations Vacancy Analysis (Projected Turnover) Delphi Technique

30. Soft & Hard Planning Hard Planning:  treats employees simply as a resource of the business (like machinery & buildings) Soft Planning:  treats employees as the most important resource in the business and a source of competitive advantage  employees are treated as individuals and their needs are planned accordingly

31. Thank you for your kind attention! Thank you for your kind attention! FACILITATOR Prof. Dr. Mohammad Majid Mahmood Bagram