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STRATEGY &
WORKFORCE PLANNING
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STRATEGIC PLANNING A set of procedures for mak!" decso!s
a#out t$e or"a!%ato!s 'o!"(term "oa's a!d
strate"es)
*o+ t$e or"a!%ato! +'' posto! tse'f
re'at,e to compettors ! order to ac$e,e'o!"(term sur,,a'- ,a'ue a!d "ro+t$)
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*./AN RESO.RCE PLANNING T$e process of a!tcpat!" a!d mak!" pro,so! for t$e
mo,eme!t of peop'e !to- +t$! a!d out of a! or"a!%ato!)
Gett!" t$e r"$t !um#er of 0ua'fed peop'e !to t$e r"$t 1o#at r"$t tme)
T$e process of matc$!" !ter!a' & e2ter!a' supp'3 of peop'e+t$ 1o# ope!!"s a!tcpated ! t$e or"a!%ato! o,er a
specfed perod of tme)
*R pro,des a mec$a!sm to c'mate a!3 "ap t$at m"$t e2st #et+ee! dema!d & supp'3)
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*R P'a!!!" Process It !,o',es four dst!ct p$ases4
Stuato! a!a'3ss- e!,ro!me!t sca!!!" a!d
strate"c p'a!!!" Forecast!" *R dema!ds
*R supp'3 forecast!"
Acto! decso!s ! *RP
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I. Situational Analysis,
Environmental Scanning *R/ & strate"c p'a!!!" !ta''3 !teract ! t$s
sta"e)
Re0ures co!sderato! of #ot$ e2ter!a' & !ter!a'e!,ro!me!t)
5eterm!ato! of o,era'' or"a!%ato!a' purposes &
o#1ect,es a!d $o+ t$e3 are to #e ac$e,ed)
Wt$out a! effect,e *R p'a! to support t$e
recrutme!t & se'ecto! fu!cto!s ! t$e or"a!%ato!
t +'' #e mposs#'e to sta3 compett,e)
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II) Forecast!" 5ema!d for *uma!
Resources Estmat!" $o+ ma!3 a!d +$at k!ds of emp'o3ees
+'' #e !eeded)
Forecast!" 3e'd ad,a!ced estmates or ca'cu'ato!s
of t$e or"a!%ato!s staff!" re0ureme!ts)
T$ere are t+o approac$es to *R forecast!"4
0ua!ttat,e a!d 0ua'tat,e)
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B. Modeling or Multiple predictive
techniques:
Tre!d a!a'3ss re'es o! a s!"'e factor 7suc$ assa'es8 to predct emp'o3me!t !eeds- t$e more(
ad,a!ced met$ods com#!e se,era' factors- suc$
as !terest rates- "ross !ato!a' product-
dsposa#'e !come- a!d sa'es- to predctemp'o3me!t 'e,e's)
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B. "elphi technique:
Attempts to decrease t$e su#1ect,t3 of forecasts #3
so'ct!" a!d summar%!" t$e 1ud"me!ts of a
prese'ected "roup of !d,dua's)
T$e f!a' forecast represe!ts a composte "roup
1ud"me!t)
T$s met$od +orks #est ! or"a!%ato!s ! +$c$
d3!amc tec$!o'o"ca' c$a!"es affect staff!" 'e,e's)
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#$%E&ASTI'( )% %E*+I%EME'TS"EMA'" A'A-SIS/
Trying to predict future staffing needs/ Managerial Estimates
Sales Projections
Simulations
Vacancy Analysis (projected turnover)
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Idea''3- forecast!" s$ou'd !c'ude t$e use of #ot$ quantitative a!d qualitative
approaches)
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#$%E&ASTI'( )% A0AI-ABI-IT S+11-
A'A-SIS/
1redicting 2or3er flo2s and availa4ilities/ Succession or Replacement Charts
Skills nventories (use o! "RS)
#a$or Market Analysis Markov Analysis (%ransition Matri&)
Personnel Ratios
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Succession or Replacement Charts
W$o $as #ee! "roomed9de,e'oped a!d s read3 for promoto! r"$t NOW:
"uman Resource n!ormation Systems ("RS)
A! emp'o3ee data#ase t$at ca! #e searc$ed +$e! ,aca!ces occur)
%ransition Matrices (Markov Analysis)
A c$art t$at 'sts 1o# cate"ores $e'd ! o!e perod a!d s$o+s t$e proporto! of
emp'o3ees ! eac$ of t$ose 1o# cate"ores ! a future perod)
It a!s+ers t+o 0uesto!s4
;) <W$ere dd peop'e ! eac$ 1o# cate"or3 "o:=
>) <W$ere dd peop'e !o+ ! eac$ 1o# cate"or3 come from:
Personnel ' ield Ratios
*o+ muc$ +ork +'' t take to recrut o!e !e+ accou!ta!t:
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5or3 Study Technique $r
5or3load #orecasting It ca! #e used +$e! t s poss#'e to app'3
+ork measureme!t to k!o+ $o+ 'o!"
operato!s s$ou'd take a!d t$e amou!t of'a#our re0ured) T$s s k!o+! as +ork'oad
a!a'3ss) O! t$e #ass of +ork 'oad of eac$
p'a!t dur!" t$e fort$com!" 3ears +ork force
a!a'3ss s do!e co!sder!" t$e rates of
a#se!teesm a!d 'a#our tur!o,er)
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5or3 -oad Analysis /a!po+er p'a!!!" e2perts !eed to f!d out sa'es forecasts-
+ork sc$edu'e a!d t$us determ!e t$e ma!po+er
re0ureme!t per u!t of product sa'es forecasts are
tra!s'ated !to +ork performa!ce) 5epartme!ta' +ork'oads
are co!,erted !to ma!($ours ! terms of dffere!t sk''s
re0ured) Work 'oad a!a'3ss s use to ac$e,e tota'
producto! tar"ets sm'ar'3 p'a!s are made co!cer!!"
amou!t of +ork t$at a'' ot$er departme!ts of or") are
e2pected to accomp's$ dur!" t$e com!" 3ear) Paste2pere!ce ca! #e ut'%ed to tra!s'ate +ork'oads !to ma!
$ours re0ured)
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E&le
A!!ua' producto! #ud"et (;?@@@@ u!ts
Sta!dard ma!($our re0ured per u!t ( >$rs P'a!!ed ma!($ours per 3ear ( B@@@@$rs
A!!ua' co!tr#uto! of +orkers ( >@@@$rs
Num#er of +orkers re0ured ( ;?@
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Benefits $f )uman %esource 1lanning
It resu'ts ! reduced 'a#our costs as t $e'ps
m"$t to a!tcpates s$orta"es or surp'uses &
correct t$e m#a'a!ces #efore t$e3 #ecomeu!ma!a"ea#'e)
etter #ass for p'a!!!" emp'o3ee
de,e'opme!t) To mpost effect,e tra!!" pro"rammers)
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To mpro,e t$e o,era'' #us!ess p'a!!!"
process
*e'ps ! formu'at!" ma!a"era' successo! p'a!
Ser,es as too' to e,a'uate t$e effect of
a'ter!at,e ma!po+er acto!s & po'ces
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1ro4lems In )%1
Support of top ma!a"eme!t
S%e of !ta' effort
Coord!ato! +t$ ot$er m"mt fu!cto!s I!te"rato! +t or"a!%ato!a' p'a!s
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Manpo2er 1lanning At "ifferent -evels
Corporate
5,so!a'
P'a!t 'e,e's Purpose of carr3!" out at ,arous 'e,e's s t$e
s3stematc pro1ecto! of ma!po+er
re0ureme!ts for t$e future) If perso!!e' 'o+erdo+! take part ! t$e p'a!!!" process t$e3 are
more +''!" part!ers ! t$e mp'eme!tato!)
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/a!po+er p'a!!!" at t$e p'a!t 'e,e' ca! #e
co!ducted #3 operat!" commttee o! t$e #ass of t$e
past data & future pro1ecto!sD t$e! t su#mt to t$e
!e2t or"a!%ato! 'e,e'- t$ere t$e d,so!a'
commttee re,e+s & !te"rates p'a!s of a'' p'a!ts
!to a compre$e!s,e d,so!a' ma!po+er p'a!!!"
report & su#mt to t$e top 'e,e' m"mt) T$e commttee
of t$e top e2ecut,es re,e+ a'' t$e p'a!s su#mtted
#3 d,so!a' commttees a!d take t$e f!a' decso!s)
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6$B "ES&%I1TI$'
It s a factua' stateme!t of dutes a!d
respo!s#'tes of a specfc 1o#) It s a!
mporta!t docume!t- +$c$ s #asca''3descrpt,e ! !ature a!d co!ta!s a stateme!t
of 1o# a!a'3ss) Its ma! focus of 1o#
descrpto! s to def!e 1o# act,tes- ma1or
respo!s#'tes a!d posto!!" of t$e 1o# !
t$e or"a!%ato!)
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$verall %esponsi4ilities4 t$e o,era'' purpose of
t$e 1o# s$ou'd #e stated) Am s$ou'd #e stated)
Am s$ou'd #e to co!,e3 ! more t$a! t+o ort$ree se!te!ces) A #road Pcture of t$e 1o#
+$c$ +'' de!tf3 t from ot$er 1o#s a!d
esta#'s$ ro'e of t$e 1o# $o'der a!d t$e
co!tr#uto! $e s$ou'd make to+ards ac$e,!"o#1ect,es of t$e compa!3 a!d $s o+!
fu!cto!s or u!t)
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+uidelines Are Provided ,or -riting .escriptions*
G,e c'ear- co!cse a!d read'3 u!dersta!d!"
pcture of t$e +ork 1o#)
5escr#e ! suffce!t deta' eac$ of t$e ma! dutes
a!d respo!s#'tes
I!dcate t$e e2te!t of drecto! rece,ed a super,so!
",e!
E!sure t$at t$e !e+ emp'o3ee u!dersta!ds t$e 1o# f$e reads t$e 1o# descrpto!
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"ata #or 6o4 "escription $4tained
3 o#ser,ato! of 1o# #e!" performed
3 dscusso! +t$ t$e super,sor of t$e 1o#
3 re0uest!" t$e super,sor of t$e 1o# to f'' ! a0uesto!!are descr#!" t$e 1o#
3 dscusso! +t$ some emp'o3ees +ork!" o! t$e
1o#
3 re0uest!" some of t$e emp'o3ees +ork!" o!
t$e 1o# to f'' ! t$e 0uesto!!are descr#!" t$e 1o#
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Types $f 6o4 "escription
o# "rad!" a!d 1o# c'assfcato!
Pro,d!" #ase for prepar!" 1o# satsfacto!
e!d!" to recrutme!t a!d se'ecto! Procureme!t a!d p'aceme!t of emp'o3ees
5e,e'op!" career pat$s
Tra!!" a!d de,e'opme!t
Sett!" performa!ce sta!dards a!d apprasa'
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Promoto! a!d tra!sfer
5e,e'op!" +ork procedures a!d processes)
Tak!" pre,e!t,e measures to m!m%e t$eof $a%ardous co!dto!s
Emp'o3ees a!d ,ocato!a' tra!!")