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The process of reviewing human resources requirements to ensure that the organization has the required number of employees, with the necessary skills, to meet its goals.
1. Forecasting demand for labour2. Analyzing labour supply3. Planning and implementing HR programs
to balance supply and demand.
Pg 97 the planning model
When labour demand exceeds labour supply When labour supply exceeds labour demand When labour demand equals labour supply
Scheduling overtime hours Hiring temporary workers Subcontracting External recruitment Internal promotions and transfer
Performance management, and training and career development play a critical role.
Hiring freeze; reassigning current workers to job openings
Attrition Incentives to leave Job sharing Reducing positions to part-time Employee layoffs
Vacancies are filled internally through transfers or promotions, or externally by hiring new employees.
Performance management, training and career development are critical in achieving balance.
Monitoring; economic conditions; market and competitive trends; government and legislative issues; social issues (healthcare, childcare, and educational priorities); technological changes and demographic trends.
Future human resource needs (demands) Availability of internal and external
candidates (supply) Planning and implement HR programs to
balance supply and demand
Internal - Present employees External – people in the labour market not
currently working for the organization. ◦ Those employed elsewhere◦ Those unemployed
Skills inventories Management inventories Replacement charts Replacement summaries Succession planning
Rate of employment National labour market significant trends
that impact. Local labour markets Specific occupations
Pg 107
Designing the interview questions Scoring candidate answers Panels, one on one, mass group interviews
Make sure it is a BFOR Make sure the test aligns perfectly with the
job applying for. Make sure personality tests are valid and
reliable