1
Q
___________ is the process of systematically matching the internal and external requirements to ensure that the number of employees required is met with job openings anticipated in the organization over a specific period.
A
Human Resource Planning
2
Q
__________ continue to provide lip service to these important needs.
A
Organizations
3
Q
Presently, ______ is increasingly being recognized as an important component of Human Resource Management.
A
HRP
4
Q
__________ is the determination of the overall organizational purpose and goals and how they are to be achieved.
A
Strategic Planning
5
Q
_____________ is the integral component of a strategic plan, which greatly affects productivity and organization performance.
A
Human resource
6
Q
The ________ shall determine the total manpower component to execute the planned strategic activities.
A
HRD (human resource development)
7
Q
Two Important Components of the Human Resource Planning
A
- Requirement
- Availability
8
Q
Forecasting human ____________ involves determining the number and kinds of employees needed.
A
requirement
9
Q
The level of skills has to be determined and matched with the plan operations.
A
requirement
10
Q
The analysis will reflect various factors such as production plans and changes in productivity together with the introduction of new technology if there is any.
A
Requirement
11
Q
The HRD, in order to forecast availability, must look to both________ and _________ sources.
A
internal
external
12
Q
_________ refer to existing manpower that could be re-assigned to new positions or be promoted to higher vacant positions.
A
Internal sources
13
Q
_________refer to positions that are not available inside the organization and need to be sourced out.
A
External sources
14
Q
When employee requirements have been analyzed, the firm determines whether there is a surplus or shortage of manpower.
A
Availability
15
Q
If there is a surplus, ways must be instituted to ________the number of employees.
A
reduce
16
Q
If the manpower forecast reveals shortage, the _______ must obtain the proper quantity and quality of workers outside the organization after exhausting efforts to find from within.
A
HRD
17
Q
Human resource planning must be continuous, as changing conditions could affect the entire organization thereby requiring extensive modifications of forecasts.
A
Availability
18
Q
Aspects of Human Resource Planning (4)
A
- Systematic Forecasting of Manpower Needs
- Performance Management
- Career Management
- Management Development
19
Q
On the basis of business conditions and forecasts, manpower needs are planned and monitored closely.
A
Systematic Forecasting of Manpower Needs
20
Q
Analyzing, improving and monitoring the performance of each employee and of the organization as a whole.
A
Performance Management
21
Q
Determining, planning and monitoring the career aspiration of each individual in the organization and developing them for improved productivity.
A
- Career Management
22
Q
Assessing and determining the developmental needs of managers for future succession requirements.
A
Management Development
23
Q
Advantages in Using the Elements of HR Planning (5)
A
- helps the company determine its manpower needs
2.Through a systematic planning of human resources - effective means of planning the development and growth of the employees.
- can assist the company to attract and retain better qualified employees.
24
Q
Five Steps to Human Resource Planning
A
- Determining the Workload Inputs Based on the Corporate Goals and Objectives
- Studying the Jobs in the Company and Writing the Job Descriptions and Specifications
- Forecasting of Manpower Needs
- Inventory of Manpower
- Improvement Plans
25
Once the company’s objectives are known, the operating executives can determine what they are responsible for in the common endeavor of attaining the corporate goals.
Determining the Workload Inputs Based on the Corporate Goals and Objectives
26
The kind and magnitude of workload determine the organizational structure, the number and quality (skills) of employees needed to man the organization or department under a desirable level of performance.
Determining the Workload Inputs Based on the Corporate Goals and Objectives
27
Several factors that should be considered in determining work inputs: (6)
a. Business Development and Assumptions
b. Corporate Planning
c. Economic Forecasts
d. Changes in Plans and Products
e. New Product Lines
f. Mergers and Consolidations
28
Determination of the number and skills of workers required.
Forecasting of Manpower Needs
29
Forecasting manpower needs comes next after determining work input, and is known both quantitatively as the planned and logical method of determining work, and qualitatively the employees needed in doing inputs to enable the company to attain its goals.
Forecasting of Manpower Needs
30
An analysis of the present manpower complement to determine whether the company has enough or less or more personnel (qualitatively and quantitatively) than required.
Inventory of Manpower
31
This fourth step in the planning process is the inventory (audit) of available current manpower.
Inventory of Manpower
32
What happens in this step is the assessment of the skills, career aspirations, strengths and weaknesses of each of the current employees and their potentials for promotion.
Inventory of Manpower
33
Each is matched against the positions forecasted in Step 3.
Inventory of Manpower
34
When the current manpower is matched against the forecast of needs, promotion, transfer or assignment of qualified personnel takes into account the most effective method of achieving the corporate goals.
Inventory of Manpower
35
The net result of this operation is that you either find:
a. ______ manpower
b. ______ in the number of available manpower, but lacking the skills required
c. The number of available manpower is _______, and the skills are also inadequate to meet the needs of the work inputs.
Enough
Excess
insufficient
36
Determination of the appropriate steps to implement the plan in order to ensure that the company has the right number and quality of people properly assigned to jobs for which they are most useful.
Improvement Plans
37
Includes action plans to improve the capabilities of current personnel through training and development.
Improvement Plans
38
This plan can be part and parcel of the total development program which covers career planning, management development programs, succession programs, etc.
Improvement Plans
39
Planning Techniques in HR Management (6)
SRCRCS
1. Skills Inventory
2.Ratio Analysis
3.Cascade Approach
4.Replacement Approach
5.Commitment Planning Approach
6.Successor Planning Approach
40
This approach involves the listing of all the skills possessed by the workforce and they are made to relate to the requirements of the organization.
Skills Inventory
41
This technique requires detailed information of the experience and training of every individual in the organization
Skills Inventory
42
This is a technique wherein the personnel who are promotable to the higher positions are identified together with their backup or understudy.
Ratio Analysis
43
There should be a ratio that will ensure that promotions will not create any void.
Ratio Analysis
44
To accomplish this, recruitment must support the backup requirements.
Ratio Analysis
45
Under this approach, the setting of objectives flows from the top to bottom in the organization so that everyone gets a chance to make his contribution.
Cascade Approach
46
This approach results in the formulation of a plan wherein the objectives of the rank and file get included in the blueprint for action.
Cascade Approach
47
The plan is then a participatory planning output.
Cascade Approach
48
Under this approach, HRP is done to have a body of manpower in the organization that is ready to take over existing jobs on a one-to-one basis within the organization.
Replacement Approach
49
This approach calls for year-round acceptance of applications for possible replacements.
Replacement Approach
50
This technique involves the supervisors and personnel in every component of the organization on the identification of manpower needs in terms of skills, replacements, policy, working conditions, and promotion so that human resource in the organization may be up to the challenge of current and future operations.
Commitment Planning Approach
51
The units thus become conscious of their needs and aware of the ways the human resource requirements can be met.
Commitment Planning Approach
52
The approach known as successor planning takes into consideration the different components of the old plan and increases them proportionately by the desired expansion rate stated by management as to the total manpower needs.
Successor Planning Approach
53
The cost of doing the activities is likewise increased.
Successor Planning Approach
54
This approach also enables the personnel staff to ask much from management, which in turn challenges staff in terms of radical change.
Successor Planning Approach
55
Common Weaknesses in Human Resource Planning (6)
1. Over-Planning
2. Technique Overload
3. Bias for the Quantitative
4. Isolation of the Planners
5. Isolation from Organizational Objectives
6. Lack of Line Supervisors’ Inputs
56
A plan is likely to fail through an inherent weakness of having too many aspects of personnel management at the very early stage of HRP.
Over-Planning
57
The use of so many techniques sometimes leads to the gathering of too much information.
Technique Overload
58
Then the techniques do not get to be applied effectively.
Technique Overload
59
This makes the techniques serve as a trap rather than a means for action.
Technique Overload
60
There are planners in HRP who sometimes make the mistake of being drawn towards emphasizing the quantitative aspects of personnel management in neglect of the qualitative side.
Isolation of the Planners
61
When HRP is pursued for its own sake or from a narrow viewpoint of concentrating on HRD, the effort leads to the formulation of a plan that does not interphase with organizational development.
Isolation from Organizational Objectives
62
Any plan to develop the personnel and to improve the conditions of work must use the feedback from the line supervisors, since they are the ones handling the personnel in the organization.
Lack of Line Supervisors’ Inputs
63
Four Basic Terms of Manpower Forecasting
1. Long Term Trend
2. Cyclical Variations
3. Seasonal Variations
4. Random Variations
64
__________ forecasting is usually done for a period of five years or more depending on the company operations and customer demands.
Long Term Trend
65
This refers to reasonable and predictable movement that occur over a period of one year or more.
Cyclical Variations
66
This __________ movement may be due to economic conditions, political instability, peace and order, loss in customer demands, and societal pressures.
Cyclical Variations
67
These variations typically last for one to _______ years.
5
Cyclical Variations
68
This is a reasonable prediction change over a period of _____year.
one
Seasonal Variations
69
This covers firms who manufacture seasonal products and hire temporary workers for temporary increase in demand, like Christmas and other special occasions.
Seasonal Variations
70
This is one occasion where there is no special pattern and it is quite difficult to predict or determine.
Random Variations
71
The HR practitioner must be careful in his manpower forecast, especially in the hiring of employees.
Random Variations
72
Along this line, temporary workers are hired instead of regular workforce.
Random Variations
73
Human Resource Forecasting Techniques (4)
1. The Zero-Base Forecasting Approach
2. The Bottom-Up Approach
3. Use of Predictor Variables
4. Simulation
74
Uses the organization’s current level of employment as the starting point for determining future staffing needs.
The Zero-Base Forecasting Approach
75
The usual reference point is the organizational structure pattern based on company production forecast on market and customer demands.
The Zero-Base Forecasting Approach
76
This forecast uses the progression upward method from the lower organization units to ultimately provide the aggregate forecast of employment needs.
The Bottom-Up Approach
77
The starting point is the number of current employees and the progress in operation requirements as the company improves its operation to meet increasing customer demand.
The Bottom-Up Approach
78
This method uses the past employment levels to predict future requirements.
Use of Predictor Variables
79
_________ are known factors that have an impact on employment (e.g., sales volume determines employment levels).
Use of Predictor Variables
80
As production increases, demand for manpower increases.
Use of Predictor Variables
81
It uses regression analyses to predict one item, known as the independent variable , through the other item that is the dependent variable.
Use of Predictor Variables
82
A technique for the testing of alternatives on mathematical models representing real-world situations.
Simulation
83
The purpose of this model is to permit the human resource manager to gain considerable insights into a particular problem before making actual decisions.
Simulation
84
The Important Elements in Strategic Human Resource Planning (6)
1. Organizational Goals
2. Human Resource Forecast
3. Employee Information
4. Human Resource Availability Projections
5. Analyzing and Evaluating Human Resource Gaps
6. Strategy Evaluation and Control
85
The human resource planning process should be tied up with the organizational strategic goals.
Organizational Goals
86
It must rest on a solid foundation of information about sales forecasts, market trends, technological advances, and major changes in processes and productivity.
Organizational Goals
87
Considerable effort should be devoted to securing reliable data on business trends and needs in terms of quantity and quality of labor as the basic input for human resource planning
Organizational Goals
88
The second element in the planning process is the forecasting of human resource needs based on business strategies, production plans, and various indicators of change in technology and operating methods.
Human Resource Forecast
89
Forecasting is usually accomplished the same with productivity trends.
Human Resource Forecast
90
The result of this forecast is a sheet of employment in terms of number, mix, cost, new skills and abilities, and numbers and levels of managers needed to accomplish the organization’s strategic goals.
Human Resource Forecast
91
Experience has shown that producing this forecast is the most challenging part in the planning process because it requires creative and participative approaches in dealing with business and technical uncertainties several years in the future.
Human Resource Forecast
92
The third element in the planning process is maintaining accurate information concerning the composition and capabilities of the current workforce.
Employee Information
93
This information includes:
o Classification
o Age
o Gender
o Status
o Organizational level
o Rate of pay
o Functional experience
Employee Information
94
Information may also include the employee’s resume, with such data as skills, education, training, career interests, and other important personal data that could be used in the movement or transfer of the employee.
Employee Information
95
The fourth element of the human resource planning process is estimating the number of current employees and those that could be available in the future.
Human Resource Availability Projections
96
By projecting past data about the size, organization, and composition of the workforce, as well as turnover, aging, and hiring, availability at a specific future date can be estimated.
Human Resource Availability Projections
97
The result could paint the picture of the organization’s current human resources and how they can be expected to evolve over time in terms of turnover, retirement, obsolescence, promotions, and other relevant characteristics.
Human Resource Availability Projections
98
The fifth element in the human resource planning process is comparing what is needed with what is available in terms of numbers, mix, skills, and technologies.
Analyzing and Evaluating Human Resource Gaps
99
This allows the human resource manager to determine gaps and evaluate where the most serious mismatches are likely to appear.
Analyzing and Evaluating Human Resource Gaps
100
The final component to the strategic management process is strategy evaluation and control.
Strategy Evaluation and Control
101
It is extremely important for the company to constantly monitor the effectiveness of both the strategy and the implementation process.
Strategy Evaluation and Control
102
Human Resource Role in Providing Competitive Advantage (2)
1. Emergent Strategies
2. Intended Strategies
103
Consists of strategies that evolve from the grassroots of the organization and can be thought of as what the organizations actually do.
Emergent Strategies
104
Most emergent strategies are identified with the people in lower level of the management hierarchy.
Emergent Strategies
105
It is usually the lower level rank and file employees who provide ideas for new markets, new products, and new strategies, being at the front line of operations.
Emergent Strategies
106
HRM should make sure that the information is systematically arranged and should contain the data needed.
Emergent Strategies
107
Are the results of rational decision-making by the top management as they develop strategic plans.
Intended Strategies
108
It is a pattern of plans that integrates an organization’s major goals, policies, and action sequences in a cohesive whole.
Intended Strategies
109
The new focus on strategic HRM role is directed primarily on intended strategies.
Intended Strategies
110
The task is to formulate business-related issues relevant to strategy formulation and then develop HR systems that can aid in the implementation of the strategic plan.
Intended Strategies
111
_______ is any organized approach to obtaining relevant and timely information on which to base human resource decisions.
Human Resource Information System HRIS
112
An effective HRIS is crucial to _______ human resource decision-making.
sound
113
HRIS is designed to provide information that is SMART (characteristics):
o Systematic
o Management Oriented
o Applicable
o Result Oriented
o Time Bound
114
Information must be systematically arranged and contain the needed data.
Systematic
115
The data and information are essential tools for manpower planning, retention, development, and separation of employees.
Management-Oriented
116
The data and information stored must be relevant in making human resource decisions.
Applicable
117
Information must be updated from time to time to meet manpower needs requirements.
Applicable
118
A manager must be able to rely on the information provided
Applicable
119
The results from the information and the decisions must be acceptable to both management and employees.
Result-Oriented
120
The end results must contribute to greater company productivity and employees’ satisfaction.
Result-Oriented
121
Relevant human resource information is necessary for effective decision-making.
Time Bound
122
Timely decisions are crucial to the effective management of human resources.
Time Bound
123
The absence of these characteristics reduces the effectiveness of HRIS.
Time Bound
124
Conversely, a system with these characteristics enhances accuracy in decision-making and produces business-related forecasts.
Time Bound
125
Types of HRIS Reports (4)
1. Routine Reports
2. Exception Reports
3. On Demand Reports
4. Manpower Forecast
126
Human resource data summarized on scheduled bases (e.g., current manpower status, regular employees, contractual employees, supervisors, and managerial employees on regular payroll).
Routine Reports
127
May contain confidential data available only for managerial decision-making and needing immediate attention.
Exception Reports
128
This may pertain to violations of existing company rules, procedures, policies, and management programs.
Exception Reports
129
Management may demand reports for analysis (e.g., productivity index, individual performance records, downsizing considerations, and other personnel actions).
On Demand Reports
130
Applies to predictive models based on specific situations.
Manpower Forecast
131
Covers increases or decreases in manpower requirements due to seasonal demand or increased customer orders.
Manpower Forecast
132
Human resource managers must provide timely information and ready manpower to meet company operations.
Manpower Forecast
133
The advent of different________ has made the human resource manager’s decision-making functions just a click away.
HRM software applications
134
The major human resource functions are: (2)
1. Staffing Applications
2. Human Resource Planning Applications
135
o Applicant recruiting and tracking
o DOLE reporting requirements
o Developing a master employee database
o Staffing applications for decision-making
Staffing Applications
136
Company-specific applications in determining future employee turnover, growth rate, promotion patterns, and other personnel movements.
Human Resource Planning Applications
137
labor supply and demand analysis, workforce profile review.
Work-Force Profile Analysis
138
number of new hires, transfers, promotions, number still needed in the future, and employees available to fill job openings.
Work-Force Dynamic Analysis
139
information about employees about to retire, job classification for promotions, and departments lacking basic skills.
Human Resource Planning for Decision-Making
140
employee performance ratings, disciplinary actions, work-rule violations, productivity index (stored in database for decisions).
Performance Management Applications
141
tracking employee training needs, courses to attend, certified skills, educational qualifications, and career assessment.
Training and Development Applications
142
payroll, job evaluation, salary planning, executive compensation analysis, and benefits management.
Compensation and Benefits Applications
Z - HRM
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