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STAGE 1: DATA COLLECTION AND ANALYSIS OF INFORMATION NEEDED TO MAKE OFFER AND DEMAND FORECAST ON HUMAN RESOURCES
1 .- Analysis
A. – It is made from an inventory of the current workforce and jobs in the organization: skills, abilities, interests and preferences of the current workforce + characteristics of jobs and organizational skills + fill them.
HRIS: HR Information System: gathering data relating to the history of the individuals: age, education, training, work experience inside and outside the organization, responsibilities, etc. wage developments.
Applications:
-Makes decisions in areas such as succession planning or analysis of wages / productivity.
-Improved scheduling of equal employment, and to comply with non discrimination in employment.
-Provides a basis for the anticipated effects of alternative scenarios foreseen deficiencies or excesses of skills in the future, to create career paths and so on.
-Can be used to track the effects of training and productivity improvement.
B – Composition current and future labor market, based on wage groups, occupational and sectoral, these historical data are used to project HR.
C. – Determine the current productivity of labor and the likely evolution in the future turnover and absenteeism affect productivity levels and therefore in future HR needs. It is desirable degree of rotation.
D. – Study the organizational structure: Provides information on the likely size of the levels of the organization, changes in HR needs. As organizations become more complex in terms of technology develop more complex structures. The trend of flattening with the disappearance of intermediate levels change aspects of HR management (eg internal motions channels).
2 .- Projected demand HR
It can be predicted using various forecasting techniques, these approaches will be more accurate than the shorter time perspective.
Informed forecasting techniques: Made by experts, usually starting in management estimates following a downward communicating estimates to the various levels to initiate a review and then to end up considering the suggestions and try to improve forecasting.
* Delphi Technique: This technique is articulated group stages, each expert presented a report forecasting that will be reviewed by others, ultimately the decisions are taken by consensus.
* Individual Technical group: Similar to above, people write their ideas on a sheet and subsequently exhibited in turn, to present the ideas are written on sheets of paper bigger for all to see and refer to them later. It is used to detect problems of the organization and its possible solutions.
Statistical techniques:
Simple linear regression analysis: The projection of future demand is based on a past relationship between employment levels of the organization and a variable related to it (p eg sales), if there is a relation between 2 variables can be used predictions of future sales to make estimates of future employment.
This relationship is influenced by the phenomenon of organizational learning, the learning curve can be determined through calculations logarithmic, once estimated the learning curve can be fairly accurate projections of future employment levels.
Can also be used to relate the learning curve of production volume with the time spent in the same and from it determine HR needs. eX pressure mathematical learning curve: Y = A. X-b
Where Y = average unit No. of hours of labor to produce x ud; A = N º hours hand work to produce the first ud; X = No. ud. Produced and-b = learning rate
Multiple linear regression analysis: It involves several variables, the forecast is therefore more accurate. It is often used in large organizations.
Productivity rates: historical data are used
Indices of HR: From HR data above are historical relations between employees holding different positions, then used regression analysis to project needs.
Time series analysis: past levels are used to project contracting future needs taking into account seasonal variations, trends and random movements.
Probabilistic Analysis: The hiring needs are estimated by combining the probability of getting a series of contracts with the needs of HR for each
3 .- Projected supply of HR:
· Will have to analyze the domestic and foreign markets.
· External market analysis: We must pay attention to the qualitative composition of the labor market, migration and the demands of competitors.
· Internal Market analysis: We must have information on the current composition of staff and then determine the laws of population in the strength of the company (voluntary and involuntary departures determines staff)
Indicators to determine the rotation
1 .- Taking into account inputs and outputs
E + S
——–
2
————- X 100 = R
E m
Where: E: input, S = output; Em = average strength
2 .- Taking into consideration only the outputs:
S
R = ——-
E m
2 .- Taking into consideration the organization’s internal movements
E + S
——– + R + T
2
—————————— = R
E m
Where: R: resource inflows from other T = ud and outflows to other ea.
DISADVANTAGES: NOT PROVIDE INFORMATION ON THE CHARACTERISTICS OF THE POPULATION. SOLUTION: USE OF THE CONTENTS OF SURVIVAL
4 .- Reconciling the budget
The staff forecast to be expressed in monetary terms and the resulting figure must be compatible with the objectives in terms of organizational performance and budgetary constraints.
STEP 2: SETTING OBJECTIVES AND POLICIES OF HUMAN RESOURCES
Once we know the supply and demand, comparison is made to detect misalignments and design HR policies consistent with the objectives of the organization.
STAGE 3: PROGRAMMING HR
Need for new resources
If the planning process reveals a mismatch between the needs of HR in the coming years and subject to availability, due to its greater presence in international markets, decision to launch a new product and incorporate new technologies, these needs highlighted HR planning in the company will develop new personnel policies on recruitment, selection, APT, and internal movements.
Workforce reductions
Strong competition or reduced demand can lead to a surplus of labor has led many companies to adjust their productive capacities and to incorporate new technologies and forms of work organization, the information identified through HR planning will the company to devise a plan to develop the outputs and possible internal movements that require the incorporation of new technologies.
STEP 4: MONITORING AND EVALUATION OF PLANNING FOR HR
Activities in this area are aimed at quantifying the value of HR and acknowledge them as an organizational asset value. The HR management system facilitates the monitoring and evaluation of the program, the data are collected to support the forecast. Data collection should be done at fixed intervals along planning to detect deviations.
Criteria for evaluating the HR planning:
Existing staff-level hiring needs versus
Productivity-Level versus stated objectives.
“Programs implemented against action plans.
-Labor costs and programs against the established budgets.
Relation between results (benefits) and costs of programs.
OBSTACLES IN THE PLANNING OF HUMAN RESOURCES
· Lack of support from top management
· Difficulty integrating all HR activities necessary to operate the planning
· Lack of involvement of line managers.