Human Resource

Management

📌 STRATEGIC HUMAN
RESOURCE PLANNING
Presented by; Group 2
 OUR TEAM

Kristel Rose Callao Franciska Nicole Cassandra Nicole Auhbhrey Talaboc Kheyzel Ytac
Gonzalez Mayol
LEARNING OUTCOMES:
Discuss the importance of human resource planning
Explain the two important components in human resource
planning.
Determine the different kinds of human resource planning
and the important elements in Strategic Human Resource
Planning.
Know the advantages in using the elements of human
resource planning.
Enumerate the five steps in human resource planning
Discuss the different kinds of planning techniques in human
resource management.
HUMAN RESOUCE PLANNING
Process of systematically reviewing human resource
requirements to ensure that the NUMBER OF
EMPLOYESS matches the REQUIRED SKILLS.

Process of matching INTERNAL AND EXTERNAL

supplies of people with job openings anticipated in the
organization over a specific period of time.
 HR PLANNING STEPS:

TAKING AN FORECASTING THE

INTERFACING WITH FORECASTING
INVENTORY IF THE SUPPLY OF HR BOTH
STRATEGIC PLANNING THE DEMAND
COMPANY’S FRON INTERNAL AND
& SCANNING THE FOR HUMAN
CURRENT HUMAN EXTERNAL LABOR
ENVIRONMENT RESOURCES
RESOURCES MARKET

COMPARING PLANNING THE ACTIONS FEEDING BACK SUCH

FORECASTS NEEDED TO DEAL WITH INFORMATION INTO
OF DEMAND & ANTICIPATED THE STRATEGIC
SUPPLY SHORTAGES OR PROCESS
SUPLUSES
 STRATEGIC ROLE OF HR PLANNING
Dr. Sangeeth Ibhrahim

Adding Value Strategic salary Developmental Assessment of

planning planning for strategic
strategic alternatives
leadership
WHAT IS STRATEGIC PLANNING?

is the determination of the OVERALL organizational

purpose and goals and how they are to be
achieved.

Human resource is the integral component of a

strategic plan, which greatly affects productivity
and organization performance.
2 IMPORTANT COMPONENTS OF
HUMAN RESOURCE PLANNING

A. Requirement
involves determining the Internal Sources External Sources
NUMBER & TYPES of
employees needed refer to EXISTING refer to positions
MANPOWER that that are NOT
the level of skills has to be could be re- AVAILABLE inside
DETERMINED & MATCHED with assigned to new the organization &
the plan operations positions or be need to be sourced
promoted to higher out.
vacant positions.
 B. Availability
When an employee
Surplus Shortage
requirements have been Ways to reduce the The HRD must:
analyzed, the firm determined number of obtain the proper
whether there is a SURPLUS or employees: QUANTITY &
SHORTAGE of manpower 1. Restricted Hiring QUALITY of workers
2. Reduced work outside the
hours organization after
3. Early retirement of exhausting efforts to
old employees find from within.
4. Layoff some
employees
 ASPECTS OF HUMAN RESOURCE PLANNING

SYSTEMATIC
PERFORMANCE CAREER MANAGEMENT
FORECASTING OF
MANAGEMENT MANAGEMENT DEVELOPMENT
MANPOWER NEEDS

-Manpower needs -Analyzing, improving & -Determining, planning & -Assessing &
monitoring the monitoring the career determining the
are planned &
performance of each aspirations of each developmental needs
monitored closely
individual in the organization of managers for future
employee & of the
& developing them for succession
organization as a whole improved productivity requirements
THE IMPORTANT ELEMENTS IN
STATEGIC PLANNING
Organizational Goals
Human resource forecast
Employee Information
Human resource availability
projections
Analyzing and evaluating human
resource gaps
 ADVANTAGES IN USING
THE ELEMENTS OF HR
PLANNING

A company can be better assisted in attaining its

goals and objectives.
It helps the company determine its manpower
needs & provides a method of meeting them.
It can be an effective means of planning the
development and growth of the employees.
It can assist in placing the employees properly in
jobs where they can maximize the use of their skills
& potentials.
It can assist the company to attract & retain better
qualified employees.
 FIVE STEPS TO HUMAN RESOURCE PLANNING
1. Determine the workload inputs based on the corporate goals &
objectives.
Factors that should be considered in determining work inputs:

Business Development and Assumptions

Corporate Planning
Economic Forecasts
Changes in Plans and Products
New Product Lines f. Mergers and Consolidations
FIVE STEPS TO HUMAN RESOURCE PLANNING

2. Studying the jobs in the company and writing the job

description and job specifications

3. Forecasting of manpower needs

 FIVE STEPS TO HUMAN RESOURCE PLANNING
4. Inventory of Manpower
The net result of this operation is that you either find:
Enough manpower
Excess in the number of available manpower, but lacking the skills
required
The number of available manpower is insufficient, and the skills are also
inadequate to meet the needs of the work inputs.

5. Improvement Plans
 PLANNING
TECHNIQUES IN HR
Skills Inventory
Ratio Analysis
Cascade Approach
Replacement Approach
Commitment Planning Approach
Successor Planning Approach
 SKILLS INVENTORY

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.

This technique requires detailed information of the experience

and training of every individual in the organization.
 RATIO ANALYSIS

This is a technique wherein the personnel who are promotable to the

higher positions are identified together with their back-up or
understudy.

There should be a ratio that will ensure that promotions will not
create any void

To accomplish this, recruitment must support the backup

requirements. At the same time, training must be done to develop
the backup ratio.
CASCADE APPROACH

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.

This approach results in the formulation of

a plan wherein the objectives of the rank
and file get included in the blueprint for
action.

The plan is then a participatory planning

outputs.
REPLACEMENT APPROACH

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.

This approach calls for year-round acceptance of applications for

possible replacements.
 COMMITMENT PLANNING
APPROACH

This technique involves the supervisors and personnel in every

component of the organization on the identification of manpower needs
in terms, 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.

The units thus become conscious of their needs and aware of the ways
the human resource requirements can be met.
SUCCESSOR PLANNING APPROACH

Succession planning is a critical process that organizations use

to identify and develop employees who have the potential to fill
key leadership and management positions in the future.

Takes into consideration the different components of the old plan

and increase them.

Proportionately by the desired expansion rate stated by

management as to the total manpower needs
 COMMON WEAKNESSES IN
HUMAN RESOURCE PLANNING

Over-planning Technique Overload Bias for Quantitative

A plan is likely to fail through an The use of so many techniques There are planners in HRP who
inherent weakness of having sometimes lead to the gathering sometimes make the mistake of
covered too many aspects of of so much information. being drawn towards emphasizing
personnel management at the very the quantitative aspects of
early stage of HRP in the firm or Then the techniques do not get personnel management to the
government office. to be applied effectively. neglect of the qualitative side.
 COMMON WEAKNESSES IN
HUMAN RESOURCE PLANNING

Isolation of the Isolation from Lack of Line

Planners Organizational Supervisors’ Inputs
Objectives
When top management has a low
regard for human resource activities Any plan to develop the personnel
When human resource planning is and to improve the conditions of
and for the HR staff, they give little
pursued for its own sake or for work must use the feedbacks from
encouragement to human resource
narrow viewpoint of concentrating the line supervisors, since they are
planning activities, ignore the plan
on human resource development, the ones who are handling the
and withdrawn support for plan
the effort leads to the formulation of personnel in the organization.
implementation.
a plan that does not interphase with
organizational development.
 FOUR BASIC TERMS OF
MANPOWER FORECASTING

LONG TERM CYCLICAL SEACONAL RANDOM

TREND VARIATIONS VARIATIONS VARIATIONS
Random variations in manpower
Long-term trends in manpower Cyclical variations in manpower Seasonal variations in
forecasting refer to the
forecasting reflect a shift toward data- forecasting refer to the recurring patterns manpower forecasting refer to unpredictable fluctuations or
driven, agile, and inclusive approaches of ups and downs in the demand for and the fluctuations in staffing fluctuations in workforce levels that
that consider the evolving nature of supply of labor within an organization or requirements that occur occur due to various uncontrollable
industry. These cyclical variations are
work and the workforce. These trends throughout the year due to factors. Manpower forecasting
typically influenced by broader economic
help organizations better prepare for predictable and recurring involves estimating the future
cycles, such as the business cycle, and
the future and remain competitive in a patterns associated with staffing needs of an organization to
can have a significant impact on an
dynamic business environment. specific seasons, holidays, or ensure that it has the right number of
organization's workforce planning and
other time-based factors. employees with the right skills at the
management strategies.
right time.
HUMAN RESOURCE
FORECASTING
TECHNIQUES
1. THE ZERO-BASED
FORECASTING
APPROACH
It uses the organization’s current
level of employment as the
starting point for determining
future staffing needs.
The usual references point is the
organizational structure pattern
based on company production
forecast on market and customer
demands.
2. THE BOTTOM-UP
APRROACH
This forecast uses the progression
upward methods from the lower
organization units to ultimately
provide the aggregate forecast of
employment needs.
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.
3. USE OF PREDICTOR
VARIABLES
This method uses the past
employment levels to predict future
requirements.
Predictor variables are known
factors that have an impact on
employment. Sales volume
determines employment levels. As
production increases, demand for
manpower increases.
 4. SIMULATION

It is a technique for the testing of

alternatives on mathematical
models representing the real world
situations.
The purpose of this model is to
permit the human resource
manager to gain considerable
insights into a particular problem
before making actual decisions.
IMPORTANT ELEMENTS
IN STRATEGIC HR
PLANNING
Organizational Goals
Human resource planning process
should be tied up with the
organizational strategic goals.
It must rest on solid foundation of
information about sales forecasts,
market trends, technological
advances, and major changes in
processes and productivity.
Human Resource Forecasts
This is based on business strategies,
production plans and the various
indicators of change in technology
and the organization’s operating
methods.
Forecasting is usually accomplished
by utilizing historical data and reliable
ratios.
Employee Information

It is maintaining accurate information

concerning the composition,
assignments and capabilities of the
current workforce.
This also includes job classification,
age, gender, status, organizational
level, rate of pay and functions.
Human Resource Availability
Projections
It is about estimating the number of
current employees and those that
could be available in the future.
By projecting the past data about the
size, organization and composition of
the workforce and about turnover,
aging and hiring, availability at a
specific future data can be
estimated.
Analyzing and Evaluating Human
Resource Gaps
It is comparing what is needed with
what is available in terms of
numbers, mix, skills and
technologies.
The comparison permits the
human resource manager to
determine gaps and evaluate
where the most serious
mismatches likely appear.
THIS TYPE OFANALYSIS SHOULD HELP MANAGEMENT
ADDRESS ISSUES SUCH AS:

Are there Do turnover Are there What is the

imbalances problems exist problems of effect of current
developing in certain jobs career blockage productivity
between or age levels? and trends and pay
projected obsolescence? rates on the
human resource workforce
needs and levels and
availability? costs?
 STRATEGY
EVALUATION AND
CONTROL
 The final component to the strategic
management process.
Strategy
Evaluation
and
Control It is extremely important for the
company to constantly monitor the
effectiveness of both the strategy
and the implementation process.
HUMAN RESOURCE ROLE IN PROVIDING COMPETITIVE ADVANTAGE

Emergent Strategies
it consist of strategies that evolve from the grassroots of the organization and
can be thought of as what the organizations actually do
most emergent strategies are identified with the people in lower level of the
management level of the management hierarchy

Intended Strategies
are the results of the rational decision-making by the top management as they
develop strategic plans
it is a pattern of plans that integrates an organization’s major goals, policies
and action sequences in a cohesive whole
HUMAN RESOURCE ROLE IN PROVIDING COMPETITIVE ADVANTAGE

HR can use data to analyze turnover rates and determine where problems may
lie
HR can help managers source the right talent to get the skills the company
needs to grow and be competitive.
HR can provide insight into the going market rates for talent and what it might
take to get high-quality hires on board.
HR can use data to show how the skill sets of the employees are evolving
over time
HR can also design employee development pathways that take into account
the strategic and long-term needs of the organization
 HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Human Resource Information System (HRIS) is any organized approach to

obtaining relevant and timely information on which to base human resource
decisions. An effective HRIS is crucial to sound human resource decision-making.
It is designed to provide information that is -

Systematic
Management-oriented
Applicable
Result-oriented
Time bound
 HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Systematic- information must be systematically arranged and contain the needed

data

Management-oriented- the data and information are essential tools for effective
manpower planning, retention, development, and separation of employees.

Applicable- the data and information stored in file must be applicable in making
human resource decision
- irrelevant data must be discarded
- information must be updated from time to time to be relevant to the
current manpower needs requirements
 HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Result-oriented- the end results must contribute to greater company productivity

and employees’ satisfaction

Time bound- relevant human resource information are necessary for effective
decision-making. The need for timely decisions are crucial to the effective
management of human resources.
 AN EFFECTIVE HRIS PRODUCES AND FORECASTS SEVERAL
IMPORTANT REPORTS RELATED TO BUSINESS OPERATIONS SUCH AS:
Routine reports- are a type of recurring documentation or communication that
organizations use to convey regular updates, information, or data on a consistent
schedule. These reports serve various purposes within a business or institution
and are typically generated on a daily, weekly, monthly, quarterly, or yearly basis,
depending on the specific needs of the organization. Routine reports help in
tracking progress, monitoring performance, and making informed decisions.

Exception Reports- are specialized reports generated by organizations to

highlight and draw attention to unusual or exceptional circumstances, situations,
or data points that deviate from the expected or standard norms. These reports
serve as a means to identify, analyze, and address anomalies, discrepancies,
errors, or critical events that require immediate attention or further investigation.
 AN EFFECTIVE HRIS PRODUCES AND FORECASTS SEVERAL
IMPORTANT REPORTS RELATED TO BUSINESS OPERATIONS SUCH AS:
On Demand Reports- refer to reports or documents that are generated and
provided as needed, usually in response to a specific request or query. Unlike
routine reports, which are generated on a regular schedule (such as daily, weekly,
or monthly), on-demand reports are produced when there is a particular need for
specific information or data. These reports are customized to address a particular
question, issue, or decision-making requirement at a given moment.

Manpower Forecast- Manpower forecasting, also known as workforce planning or

human resource forecasting, is the process of estimating an organization's future
staffing needs based on its business goals, growth projections, and other relevant
factors. The goal of manpower forecasting is to ensure that an organization has
the right number of employees with the necessary skills and qualifications to meet
its operational and strategic objectives.
SOFTWARE APPLICATION FOR HUMAN RESOURCE MANAGEMENT

Staffing Applications Human Resource Planning Applications

Work-force Profile Analysis

Applicant recruiting and tracking Work-force Dynamic Analysis
DOLE reporting requirements Human Resource Planning for Decision-making
Developing a master employee data base Performance Management Applications
Staffing applications for decision-making Training and Development Applications
Compensation and Benefits Application
“Planning is bringing the future into the
present so that you can do something
about it now”
Alan Lakein
 Thank you for listening!
Do you have any questions?