Developing Teamwork(HRM)

Developing Teamwork (HRM)

Teams and Team Works

•Team
Work group that must rely on collaboration of each member to experience optimum success and achievement.


•Teamwork
Work down with an understanding and commitment to group goals on the part of all team members.


•Developing teamwork is such an important leadership role that team building is said to differentiate successful from unsuccessful leaders.


Distinguishing Between Teams and Groups

Teams

•Characterized by a common commitment

•Shared leadership roles
•Accomplishes many collective work products
•Includes individual & mutual accountability
•Produce collective work product
•Team leader encourages open-ended discussions and active problem-solving

•Team members discuss, decide, and do real work together

Groups

•May not have a strong commitment
•Members tend to work slightly more independently
•Members have a strong leader
•Emphasizes individual accountability
•Sometimes produce individual work products
•Group leader runs an efficient meeting

•More likely to discuss, divide, and delegate

The Leader’s Role in the Team-Based Organization 

•Team-based organizations need leaders who are knowledgeable in the team process and can help with the interpersonal demands of teams.

•Key roles of a team-based leader:
•Building trust and inspiring teamwork
•Coaching team members and group members toward higher levels of performance
•Facilitating and supporting the team’s decisions
•Expanding the team’s capabilities
•Creating a team identity
•Anticipating and influencing change
•Inspiring the team toward higher levels of performance
•Enabling and empowering group members to accomplish their work

•Encouraging team members to eliminate low-value work

Fostering Teamwork

•Leader’s Personality
Inspiring, Charm, Charisma, Personal Magnetism

•Informal Techniques
Using the Leader’s Resources

•Formal Techniques

Requires Organizational Structures and Policies

Teamwork Actions Leaders Can Take Using Their Own Resources

•Defining team mission
•Establishing a climate of trust
•Develop a norm of teamwork, including emotional intelligence
•Emphasize pride in being outstanding
•Serve as a model of teamwork, including power sharing
•Use a consensus leadership style
•Establish urgency, demand performance standards, and provide direction
•Encourage cooperation with another group
•Encourage use of jargon
•Minimize micro managing
•Practice e-leadership for virtual teams

Teamwork Actions Generally Requiring Organization Structure or Policy

•Designing physical structures that facilitate communication
•Emphasizing group recognition and rewards
•Initiating ritual and ceremony
•Practicing open-book management
•Selecting team-oriented members
•Using technology that facilitates teamwork including social media
•Blending representatives from the domestic company and foreign nationals on the team

Offsite Training & Team Development—Outdoor Training

•Participation in experiential activities aimed at building teamwork and leadership skills

•Participants acquire leadership and teamwork skills by confronting physical challenges and exceeding their self-imposed limitations.

•Emphasis is typically on building not only teamwork but also self-confidence for leadership.

•Outdoor training enhances teamwork by helping participants examine the process of getting things done through working with people.

•Perception that trust, cooperation, communication, self-confidence, and teamwork improve with outdoor training.

•Perception that team members revert to old behaviors over time, team members come and go, thereby diluting the experience for their group, and team members are sometimes exposed to harm or injury.

References

Lumenlearning.com. (2019). Defining Teams and Teamwork | Boundless Management. [online] Available at: https://courses.lumenlearning.com/boundless-management/chapter/defining-teams-and-teamwork/.Accessed on 10th June 2020.

Mattson, D. (2016). 12 Tips for Fostering Teamwork. [online] Entrepreneur. Available at: https://www.entrepreneur.com/article/270024.Accessed on 10th June 2020.

www.teamwork.com. (2019). Leadership & Teamwork: 10 ways leaders can help their teams. [online] Available at: https://www.teamwork.com/blog/10-ways-leaders-teams/ .Accessed 10 Jul. 2020.

Bizjournals.com. (2019). [online] Available at: https://www.bizjournals.com/bizjournals/how-to/growth-strategies/2013/06/the-difference-between-a-group-and-a.html.

Anon, (n.d.). Outbound training - team building, experiential programs. [online] Available at: http://www.mavraac.com/outbound-training/.Accessed 10 Jul. 2020.

Legal Aspects of Occupational Health & Safety(HRM)

Legal Aspects of Occupational Health & Safety(HRM)

Prime objective of Labour laws is to ensure the benefits persons are entitled by virtue of their employment.
Prime objective of OSH laws is to ensure, protection against any adverse effects arising out of any industrial activity or employment, to the lives, limbs and other faculties. 
Legislation related to health & safety provide guidelines to protect people at workplaces.

Normally provide standards for employers, which are minimum requirements for which compliance is expected.

Three main pieces of legislation: 

•Factories Ordinance, No. 45 of 1942, which makes provisions to ensure safety, health and welfare of persons working in factories and in other places.
•Workmen’s Compensation Ordinance, No. 19 of 1934, which provides for the payment of compensation to workers who are injured in the course of their employment.

•Maternity Benefits Ordinance, No. 32 of 1939, which makes provision for the payment of maternity benefits to women workers and for other matters incidental to the employment of such women before and after their confinement. 

Other legal provisions applicable to occupational health and safety:

Other labour legislations

•Shop and Office Employees Act, No. 19 of 1954

•Employment of Women and Young Children Act, No. 47 of 1956

•Wages Board Ordinance, No. 27 of 1941 

Other relevant legislations

•Atomic Energy Authority Act, No. 19 of 1969

•Control of Pesticides Act, No. 33 of 1986

•Mines and Minerals Act, No. 33 of 1992 

•Penal code

•Presidential directives

Factories Ordinance

Definition of a Factory

•Factory means any premises in which, persons are employed in manual labour in any process for any of the following purposes, namely: 

a)the making of any article or part of any article
b)the altering, repairing, ornamenting, finishing, cleaning, washing, or the breaking up or demolition of any article
c)the adapting for sale of any article
d)the slaughter of cattle, sheep, swine, goats, horses, asses or mules
e)the confinement of the aforesaid animals while awaiting slaughter at other premises;

being premises in which, the work is carried on by way of trade or for purposes of gain and to or over which the employer of the person employed therein has the right of access or control.

Special applications and extensions 

•Section 80 – electrical station
•Section 81 – institution for charitable or reformatory purposes or for technical or vocational training
•Section 82 - dock, wharf or quay
•Section 83 – ships
•Section 84 – building and construction work
•Section 86 – lead manufacture or involving the use of lead compounds.

•Section 125 – factories belonging to the State including ‘forces of the State’ 

Registration of factory

•No person shall be the occupier of any factory, unless such factory is registered in accordance with the provisions of this Ordinance
•After the notification no person shall commence:

(a) the construction of a factory building on any site 
(b) the making of any extension to any factory building 
(c) the conversion of any other building into a factory building, 
unless the plans for such construction, extension or conversion, has been approved.

Health (General conditions) 

•Measures that are required to be provided and maintained to ensure a workplace that is hygienic and free from any harmful effects to the health of persons
•This includes, requirements related to:
–cleanliness (Section 6)
–overcrowding workplaces (Section 7)
–temperature (Sections 11)
–ventilation (Sections 12)
–lighting [Section 13; also ‘Factories (Standards of Lighting) Regulations, 1965’]
–drainage of floors (Section 14)

–sanitary facilities [Section 15; also ‘Factories (Sanitary Conveniences) Regulations, 1965’]

Safety (General conditions)

•Measures that are required to be provided and maintained to ensure a physically safe workplace
•Secure fencing shall be provided for:
–Every flywheel directly connected to any prime mover and every moving part of any [Section 17 (1)]
–Headrace and tailrace of every water wheel and water turbine [Section 17 (2)]
–Every part of electric generators, motors and rotary converters, and every fly wheel directly connected thereto [Section 17 (3)]
–Every part of transmission machinery (Section 18)

–Every dangerous part of any machinery (Section 19)

•Safeguarding and examination of: 

–lifting equipment [hoists and lifts (Section 27); chains, ropes and lifting tackle (Section 28)]
–machinery [cranes and other lifting machines (Section 29)]
–pressure vessels [steam boilers (Section 34); steam receivers and steam containers (Section 35); air receivers (Section 36); gas receivers (Section 36A); water sealed gas holders (Section 38)]
•Purpose of examination is to ascertain whether the equipment or the vessel can continue to be used safely

•The credentials of the person examining and its frequency is specified 

Work in confined Spaces (Section 32) 

–The confined space shall, unless there is other adequate means of egress, be provided with a manhole.
–No person shall enter the confined space unless the following requirements are met:
•steps shall be taken to remove any fumes, toxic substances or harmful liquids which may be present
•the person entering shall wear a suitable breathing apparatus
–Suitable breathing apparatus and a suitable reviving apparatus and suitable belts and ropes shall be provided

–A sufficient number of the persons employed shall be trained and practiced in first aid 

Health, safety an welfare (Special Provisions and Regulations) 

•Removal of dust or fumes [Section 51 (1)]
•Internal combustion engines [Section 51 (2)]
•Precautions where asphyxiant or irritant gas or vapour is used (Section 51A)
•Protection of eyes (Section 53)
•Protection from radiation and vibration (Section 53A)
•Lifting excess weight (Section 58)
•Prevention of noise (Section 58A)

•Safety in the use of electricity (Section 58B)

Notification and investigation of accidents and industrial diseases

 

•Where any accident occurs in a factory which 

a)causes loss of life to a person employed in that factory
b)disables any such person for more than three days from earning full wages at the work at which he was employed

c)makes any such person unconscious written notice of the accident, in such form and accompanied by such particulars as may be prescribed, shall be sent by the occupier to the District Factory Inspecting Engineer. 

•Every registered medical practitioner attending on a patient whom he believes to be suffering from an industrial disease (e.g. lead, phosphorus, arsenical or mercurial poisoning, or anthrax), contracted in any factory, shall send a notice addressed to the Chief Factory Inspecting Engineer.

Employment of women and young persons

•Total hours worked shall neither exceed nine in any day nor exceed forty‐eight in any week
•Period of employment of young persons shall not exceed twelve hours in any day and shall neither begin before 6 am nor end after 6 pm
•A woman or young person shall not be employed continuously for more than four and a half hours without an interval
•Employment of a woman at night shall be subject to special conditions
•Overtime employment of a women and young person shall be subject to special conditions

References

Talty, J.T. ed., (1998). 7 - Legal Aspects of Occupational Safety and Health. [online] ScienceDirect. Available at: https://www.sciencedirect.com/science/article/pii/B978081551175550008X .Accessed 5 Jul. 2020.

www.ilo.org. (n.d.). Occupational safety and health country profile: Sri Lanka (Occupational Safety and Health). [online] Available at: https://www.ilo.org/safework/countries/asia/sri-lanka/lang--en/index.htm.Accessed 5 Jul. 2020.

www.labourdept.gov.lk. (n.d.). Industrial Safety Division. [online] Available at: http://www.labourdept.gov.lk/index.php?option=com_content&view=article&id=54&Itemid=80&lang=en.Accessed 5 Jul. 2020.

www.niosh.gov.lk. (n.d.). National Institute of Occupational Safety and Health. [online] Available at: http://www.niosh.gov.lk/index.php?lang=en .Accessed 5 Jul. 2020.

Conditions of Employment(HRM)

Conditions of Employment (HRM)

What is Condition of Employment...?

A condition of employment refers to something that both the employee and employer agree to at the beginning of a worker’s employment. Examples of items that might be brought up when discussing conditions of employment include dress code, number of vacation days, hours worked each day, break policies, work-related responsibilities and number of sick days. 

These conditions can also encompass certain benefits such as retirement plans and health insurance coverage. A condition may also include a contract that states that an employee is given employment for a certain length of time so long as the employee does not violate the terms of the contract. Workers with more valuable workplace skills are more likely to be able to negotiate better employment conditions.

The employment relationship in Sri Lanka is based on the Employer-Employee relationship, which over the years has gained protection under the law. 

The common Law concept of the contract based on a Master and servant relationship under the Roman Dutch Law, which was later influenced by the English Law concepts.

The influence of English Law was seen mostly in the area of the rights and liabilities of the Master and servant relationship in regard to third parties.
Under the Roman Dutch Law the relationship between the Employer  and the Employee as treated as a pure contract between equals as free agents. Economic disparity between the parties would often show that the contract is not one between equals.

The contract of employment has undergone a transformation with the emphasis on the protection of the Employee's rights especially in relation to wages, conditions of employment, health and safety and termination. The modification in the Common Law have been brought about by legislation, the rise of the Trade Unions and collective bargaining and has resulted in rendering the relationship to one more of status rather than that of a strict contract.

Introduction to the industrial law

• The contract of employment was governed by the common low principles of contracts.
• The workers were weak in bargaining and suffered much in the hands of the powerful employers.
• Corresponding rights of employers while duties of employers were minimal and duties and obligations placed on employees.

Contract of Employment

• An enforceable agreement between two parties with regard to terms and conditions, where one party agrees to let out his/her service and other party agrees to pay.
• Any agreement or contract or employment is subject to the statutory   benefits conferred on the employees by the laws of the country.

Express Terms

Those specifically stated and applicable to the contract such as terms given in the appointment letter, various Rules/regulation, standing orders, terms in collective agreements, provision made in statutes applicable to employment etc.

Implied Terms

These terms are not specifically stated but employee supposed to know. These terms include good performance of work up to the expectation of employer, faithfulness, obedience,punctuality, giving due respect of the employer,diligence, care, cleanliness, availability to work after hours, transferability etc.

Salient Features of Contract of Employment

• Nature of Employment
• Period of probation
• Remuneration
• Superannuation
• Hours of Work
• Leave
• Retirement
• Termination of Employment
• Misconduct
• Medical Examination
• Transfer
• General

Probation period

• All appointments are made subject to a period of probation.
• During probation period, the employer assesses the work and conduct and suitability of an employee for continued/permanent employment and the employee also assesses the suitability of the conditions of service offered to him/her.
• The period of probation is strictly relevant only to the question of termination.

Types of Contracts

Permanent Contract

These are the employee’s recruited for permanent employment. Normally they are paid monthly and required to give at least one to three months notice when leaving employment and employer should also give a the same notice when, terminating service.

Fixed Term Contract

A fixed term contract is one under which a person is employed for a fixed term without any guarantee that the contract would be renewed on the expiry of the period stipulated. However, if the contract is extended at regular intervals, the employee may have a claim to go before a labour tribunal.

Contract Labour

Some employers engage another person (labour contractor) to supply labour to perform their work. The employer enters in to a contract with a person who supplies labour and payments are made to him for the services rendered.

Trainees

A trainee is a person who has entered into a contract of training with an employer for a fixed period for the purpose of receiving practical training in a job. During the training, he may be paid an allowance, but not a salary. If the trainee’s performance during traineeship is not up to standards, the employer has the right to terminate the contract of training.

Casual Employment

Casual employee is a person employed by chance for some work and these types of jobs arise at very irregular intervals. Seasonal employment .There are certain industries where they do not require the services of labour through out the year. In such cases employees need not be kept paid during the whole year . Seasonal employees could be recruited when required & discharged after the season is over.

References

MightyRecruiter. (n.d.). What is Condition of Employment? HR Definitions & Examples. [online] Available at: https://www.mightyrecruiter.com/recruiter-guide/hiring-glossary-a-to-z/condition-of-employment/ .Accessed 5 Jul. 2020.

www.acas.org.uk. (n.d.). Employment contracts | Acas. [online] Available at: https://www.acas.org.uk/employment-contracts.Accessed 5 Jul. 2020.

MightyRecruiter. (n.d.). What is Condition of Employment? HR Definitions & Examples. [online] Available at: https://www.mightyrecruiter.com/recruiter-guide/hiring-glossary-a-to-z/condition-of-employment/ .Accessed 5 Jul. 2020.

reed.co.uk. (2018). Types of employment contracts | reed.co.uk. [online] Available at: https://www.reed.co.uk/career-advice/types-of-employment-contracts/.

 

Employee Benefits & Cost Management

Employee Benefits & Cost Management

What are Benefits?

Benefits are forms of value, other than payment, that are provided to the employee in return for their contribution to the organization. The prime objectives of providing benefits are to attract, motivate and retain talent. 

Employee benefits

• Transport
  
• Superannuation
  
• Health insurance
  
• Uniforms
  
• Paid holidays
  
• Executive perks

Guidelines for Managing Benefits

• It is important to consider organizational effectiveness
• Cost should be linked to productivity based on performance
• Total cost concept and value addition
• Fair Practices
• Develop company policies

What is Cost?

Cost is defined as the monetary valuation of effort, material, resources, time consumed, risk and opportunity forgone in production / delivery of a good or service. It is simply put as the amount that has to be paid or given up for something to be acquired.

What is Cost Management ? 

Cost management is the process of planning and controlling the budget of a business. Cost management is a form of management accounting that allows a business to predict impending expenditures to help reduce the chance of going over budget.

Factors affecting cost management

• Growth in information technology
  
• Global and overall domestic competition
  
• Growth of service and manufacturing sectors
  

Cost management techniques

Managing a business has containing cost of utmost importance. Below are mentioned some of the techniques through which the overall cost of the business can be controlled and maintained within the required limits.

How do you manage Cost ?

• Proper manpower planning
• Introducing a performance base pay structure
• Conduct salary surveys
• Review processes, procedures and practices
• Training and development
• Introducing house keeping methods
• Create cost consciousness

Total Cost to the Company

• Base Pay
• Variable Pay
• Benefits  

Advantages of cost management

• It helps in controlling the project specific cost, in turn also the overall business cost.
  
• One can predict the future expenses and costs and accordingly work towards the expected revenues.
  
• Predefined costs can be maintained as records for the business.
  
• It helps in taking those actions that are necessary to assure that the resources and business operations aim at attaining the chalked objectives and goals.
  
• It helps in analysing the long term trends of the business.
  
• The actual cost incurred can be compared to the budgeted to see if any component of the business is spending more than expected.
  
• It helps in analysing the business positioning in terms of making an acquisition factoring the cost component involved.

References  

charis@peaktwo.com (2015). Employee Benefits | The Importance of Employee Benefits. [online] Virgin Pulse. Available at: https://www.virginpulse.com/employee-benefits/.

.Accessed on 04th July 2020.

What is cost management? - Definition from WhatIs.com (2019). What is cost management? - Definition from WhatIs.com. [online] WhatIs.com. Available at: https://whatis.techtarget.com/definition/cost-management.Accessed on 04th July 2020.

EduPristine. (2015). Cost Management Techniques and Advantages. [online] Available at: https://www.edupristine.com/blog/cost-management-in-detail. Accessed on 04th July 2020.

Employee Resourcing & HRM

Employee Resourcing & HRM






Employee resourcing is concerned with ensuring that the organization obtains and retains the human capital it needs and employs them productively. It is also about those aspects of employment practice that are concerned with welcoming people to the organization and, if there is no alternative, releasing them. It is a key part of the HRM process.

HRM is fundamentally about matching human resources to the strategic and operational needs of the organization and ensuring the full utilization of those resources. It is concerned not only with obtaining and keeping the number & quality of staff required but also with selecting and promoting people who “fit” the culture and the strategic requirements of the organization.

Recruitment Process

The three stages of recruitment and selection process

• Defining requirements
preparing job descriptions and specifications, deciding terms and conditions of employment.

• Attracting candidates
reviewing and evaluating alternative sources of applicants, inside and outside the company, advertising, using agencies and consultants.

• Selecting candidates
sifting applicants, interviewing, testing, assessing candidates, assessment centers, offering employment, obtaining references, preparing contracts of employment.

Basic Steps in a Selection Process

    > Screening and Short-Listing of Applications (Review Applications)
> Preliminary interviews
> Employment tests/Selection Tests (IQ, Language, Technical know-how, Trade test)
    > Secondary interviews
> Reference checking
> Selection decision
> Physical/Medical examination
> Psychometric test (very rare)
> Employment offer

Screening and Short listing of Applications

• You will get applications which are not in line.

• To reduce time wasting, these applications needs to be screened out and only the applications which meet minimum entry criteria will be taken to the next step.

• Short-listing must not be made on the basis of race, religion, ethnic origin, disability or sex.

Preliminary Interviews

• This is a process that determines whether applicant is in fact as impressive as the application submitted.
• First personal contacts of an individual with the company and since it’s the stage at which some candidates get rejected.
• The interviewer should be courteous, kind, receptive and informal.
• During the interview, the employer can explain about,
a. Company and the details about the job
b. Learn more about the organization and other details, such as benefits, facilities.


Selection Tests

Usually there are three types of tests: Personality tests, Technical Ability testing & Psychometric /Aptitude Testing.

a) Personality tests:-
Here, a candidates attitude, motivation, values, beliefs etc are tested using a questionnaire or psychometric tests.

b) Technical Ability Testing:-
To measure technical ability and knowledge

c) Psychometric test:-
To identify the personal characteristics

d) Management Assessment Centres:-

This is also a process usually for managerial positions. It is similar to that of simulation, and takes the form of management games and roleplays, to assess the creativity, personality, interest and behavioral characteristics.

Making the job offer

• A job offer may be extended by phone, letter or in person
• The job offer is handled by the HR department.
• Salary and benefits are discussed and the prospective employee is told of any further conditions that must be met.

Job posting





• The procedure to inform employees that job openings exist.
• Traditional method to announce a job opening was to post notice of the job on the HR bulletin board; no doubt this is the origin of the term job posting. Today, many organizations post jobs electronically through organization-wide intranets or send e-mails to all employees about the job vacancy.
• Publish employment newsletters or distribute job announcement flyers.
• The job announcement should include information about the position, the required qualifications and instructions on how to apply.


Job Advertising

• While web based recruiting ads rapidly replacing help wanted ads, a glance at almost any paper or business or professional magazine will confirm that print ads are still popular.

• To use help wanted ads successfully, employers have to address two issues: advertising medium and the ads construction.

• Experienced advertisers use a four-point guide labeled AIDA (Attention, Interest, Desire, and Action) to construct ads.
• You must, of course attract attention to the advert, or readers may just miss or ignore it .

References

Stekerova, N. (n.d.). Michael Armstrong th edition 10 HUMAN RESOURCE MANAGEMENT PRACT ICE. www.academia.edu. [online] Available at: https://www.academia.edu/8593967/Michael_Armstrong_th_edition_10_HUMAN_RES .Accessed 2 Jul. 2020.

hr.toolbox.com. (n.d.). What is Full Cycle Recruiting? Definition, Process and Best Practices. [online] Available at: https://hr.toolbox.com/articles/what-is-full-cycle-recruitment/ .Accessed 2 Jul. 2020.

tutorialspoint.com (2019). Recruitment and Selection Recruitment Process. [online] www.tutorialspoint.com. Available at: https://www.tutorialspoint.com/recruitment_and_selection/recruitment_process.htm.
.Accessed 2 Jul. 2020

Kukreja, S. (2013). Stages of Recruitment Process | Management Study HQ. [online] Management Study HQ. Available at: https://www.managementstudyhq.com/stages-of-recruitment-process.html.Accessed 2 Jul. 2020

Human Resource planning (HRP)

Human resources planning(HRP)

Human Resource Planning (HRP) is the process of forecasting the future human resource requirements of the organization and determining as to how the existing human resource capacity of the organization can be utilized to fulfill these requirements. It, thus, focuses on the basic economic concept of demand and supply in context to the human resource capacity of the organization.

Human resource planning will be taken to mean any rational and

planned approach for ensuring:

• Recruitment of sufficient and suitable staff
  
• Retention in the organization
  
• The optimum utilization of staff
  
• The improvement of staff performance
  
• The disengagement of staff, as necessary

Objectives or Aims of Human Resource Planning

• Attract and retain the number of people required with the   appropriate skills, expertise and competencies.
  

•  Anticipate the problems of potential surpluses or deficits of people. 
  

• Develop a well-trained and flexible workforce, thus contributing to the organizations ability to adapt to an uncertain and changing environment. Changes in competitive forces, market, technology, products and government regulations.
  

•  Reduces dependence on external recruitment when key skills are in short supply by formulating retention, as well as employee development strategies.
  

•  Improve the utilization of people by introducing more flexible systems of work.
  

•  To ensure optimum use of available Human Resources
  

• To forecast future requirements & estimate surpluses and lack of manpower
  

• To help in recruitment and selection - Rate of labour turnover is reduced by effective manpower planning
  

•  To maintain output/productivity levels- Estimate absenteeism, illness
  

•  To work out an effective employee development programme- Improve the skills and competencies of existing staff in order to perform their duties more effectively.
  

•  Establishing good industrial relations
  

•  Reduction in labour costs

Prerequisites for Human Resource Planning

• Integration with goals or objectives of business- i.e. sales, production etc.
  

• Support of top-level management- HR only acts as a catalyst. Every senior manager’s support is necessary for a manpower plan to be successful.
  

•  Well organized personnel department- HR department should collect, record, analyse, interpret data relating to employees. This data is used as a base for manpower planning.
  

• Determination of related HR policies- Policies regarding promotion, transfer, salaries, benefits,training, leave etc.
  

•  Responsibility- Senior person
  

• Fixing planning period- Short term planning and long term planning

Human Resource Planning Process

• The process of human resource planning is not necessarily a linear one.

• Starting with the business strategy and flowing logically through to resourcing, flexibility and retention plans.

• It may, be circular rather than liner, with the process starting anywhere in the cycle.

For example,
a. Scenario planning may impact on resourcing strategy, which in turn may influence the business strategy.
b. Alternatively, the starting point could be demand and supply forecasts, which form the basis for the resourcing strategy.
c. The analysis of labor turnover may feed into the supply forecast, but it could lead directly to the development of retention plans.

 

• Business strategic plans – defining future activity levels and initiatives demanding new skills.

• Resourcing strategy – planning to achieve competitive advantage by developing intellectual capital.

• Scenario planning – assessing in broad terms where the organization is going in its environment and the implications for human resource requirements.
• Demand/supply forecasting – estimating the future demand for people (numbers and skills), and assessing the number of people likely to be available from within and outside the organization.
• Labor turnover analysis – analyzing actual labor turnover figures and trends as an input to supply forecast. 

References 

Managementstudyguide.com. (2015). What is Human Resource Planning ? [online] Available at: https://www.managementstudyguide.com/human-resource-planning.htm.Accessed on 02nd July 2020.

Investopedia. (2019). How Human Resource Planning (HRP) Works. [online] Available at: https://www.investopedia.com/terms/h/human-resource-planning.asp. Accessed on 02nd July 2020

Business Jargons. (2015). What is Human Resource Planning Process? Business Jargons. [online] Available at: https://businessjargons.com/human-resource-planning-process.html

Accessed on 02nd July 2020

Managementstudyguide.com. (2015). Processes in Human Resource Management. [online] Available at: https://www.managementstudyguide.com/processes-in-human-resource-management.htm. Accessed on 02nd July 2020