...CHAPTER 3: INTERNAL FACTORS AFFECTING HRP EXTERNAL FACTORS AFFECTING HRP IMPACT OF TECHNOLOGY ON HRP CHAPTER 4: A SCOTTISH POWER CASE STUDYINTRODUCTION FACTORS AFFECTING WORKFORCE PLANNING AT SCOTTISH POWER 4.2 SCOTTISH POWER’S RESPONSE TO WORKFORCE CHALLENGES 4.3 4.4 EMPLOYEE CASE STUDY CONCLUSION CONCLUSION BIBLIOGRAPHY 37 39 40 41 34 Page No. 1 4 7 8 11 15 17 21 26 29 31 33 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE PLANNING Human resource planning (HRP) is the first step in the Human Resource Management (HRM) process. The real HRM process starts with the number and kind of people required by the organization for the coming period. HRP is also known by other names such as “Manpower planning”, “Employment planning”, “Labor Planning”, “Personnel Planning” etc. HRP is a sub-system in the total organizational planning. In other words, HRP is derived from the organizational planning just like production planning, sales planning, material planning etc. Planning the right man for right job and developing him into effective team member is an important function of every manager. It is because HR is an important corporate asset and performance of organizations depends upon the way it is put in use. HRP is a deliberate strategy for acquisition, improvement and preservation of enterprise’s human resources. It is a managerial function aimed at coordinating the requirements, for and availability of different types of employees. This involves ensuring that the organization has enough...
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...Human Resource Planning ^ Brian J. Smith, John W. Boroski, and George E. Davis - INTRODUCTION Human Resource (HR) planning is the formal process of linking business strategy with human resource practices. Approaches to human resource planning can be arrayed along a continuum ranging from an "add-on" to business strategy to a separate planning process (Figure 1). At one end of the continuum, HR planning is little more than a postscript to a business planning process. After engaging in an extensive business planning process in which business product, market, and technological directions are defined, questions about HR practices are raised. These questions deal with the structure, competencies, accountabilities, organization, and leadership required to make the strategy work. At this end of the continuum, HR issues are an afterthought to business strategy. They receive relatively little attention and become an appendage to business planning. In the extreme, line managers consider the HR questions as an afterthought to "real" planning efforts. At the other end of the continuum, HR planning is a distinct and separate planning process. The HR department not only initiates the effort for HR planning, but executes and administers the plan. In this case the HR plan is more a process for shaping priorities for the HR function than for the business. In extreme cases, HR plans are created with little or no awareness or input by line managers. While the outcome may be an elegant document...
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...Human Resource Planning Definition * HRP is the process for identifying an organizations current and future human resource requirements, developing and implementing plans to meet these requirements, and monitoring their overall effectiveness. * HRP is putting right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives. * Planning is critical to strategy because it identifies gaps in capabilities which would prevent successful implementation Perspective of Human Resource Planning * MACRO HRP * Assessing & forecasting demand for & availability of skills at national / global level * Predict the kinds of skills that will be required in future & compare these with what is / will be available in the country * MICRO HRP * Process of forecasting demand for & supply of HR for specific organization * HRP Process - Determination of Quantity of Personnel Organisational Objectives HR Programming HR Needs Forecast HR Supply Forecast HRP Implementation Control & Evaluation Surplus - Restricted Hiring, Lay Off, VRS, Reduced Hours Shortage - Recruitment & Selection * Organizational Objectives & Policies involves: * Downsizing / Expansion * Acquisition / Merger / Sell-out * Technology upgrade/ Automation * New Markets & New Products * External Vs Internal hiring * Training...
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...Human Resource Planning (3rd Class) Definition: The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply. Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost. The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives. [pic] Meaning and Definition: In simple words, HRP is understood as the process of forecasting an organization's future demand for and supply of, the right type of people in the right number. It is only after this that the HRM department can initiate the recruitment and selection process. HRP is a sub-system in the total organizational planning. Organizational planning includes managerial activities that set the company's objectives for the future and determine the appropriate means for achieving...
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...CENTENNIAL COLLEGE COURSE CODE – HRMT 307 COURSE NAME – HUMAN RESOURCE PLANNING SESSION – WINTER 2015 ASSIGNMENT 1 Sean Simon Student # 300785319 Question # 1 Identify the unique attributes of the following services of a strategic HR department including: Unique attributes italicized, underlined and highlighted in red. Corporate HR –’the key officer functions as a practice director’, similar to what is found in consulting companies, and is on the executive team. Studies in the United Kingdom and Australia show that companies that included the director on the executive team experienced twice the growth in earnings per share compared to those who did not Services Inc. -The part of the Hr. that is administrative, estimated to be 60 percent to 70 percent of the work, is located in a separate unit called Services Inc. ’the administrative burden is reduced through call centres and use of the Internet and intranet’. The type of the work done in Services Inc. includes compensation and benefits administration, training and education administration, staffing administration, and records management. There are three levels of service: Tier one is accessed by computer or telephone, and deals with minor things such as changes in addresses; everything is processed without human intervention. Tier two directs the requests for information not listed on tier-one sites—such as questions about retirement eligibility or finding a course on innovation—to a call centre that can provide...
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...“ELECTRONIC SUBMISSION” | “The declaration on the next page must be read and understood. Attaching this cover sheet to work is taken to be the equivalent of submitting a signed copy of the form.”“Please read the declaration carefully and query with your Programme or Module Leader if you do not understand its meaning” | “BUSINESS SCHOOL COURSEWORK FEEDBACK SHEET” “Student number” | “Click to enter 9 digit registration” “number” | “Date” | “Module Title” | Human Resource Management | “Assignment Title” | hrp | “Module Code” | “Word Count” | “Strengths exhibited in the assignment:” | “Click here to enter text.” | “Areas of weakness in the assignment, and ways in which the work could be improved:” | “Click here to enter text.” | “Additional comments:” | “Click here to enter text.” | “First Assessor’s Initials” | “Click here to enter text.” | “Date” | “Click here or from” “the dropdown to” “enter a date.” | “Indicative” “Mark %” | “Click here to enter” “percentage” | “Second Assessor’s Initials” | “Click here to enter text.” | “Date” | “Click here or from” “the dropdown to” “enter a date.” | “(Subject to Module Board Agreement)”“(Before any penalty applied)” | “Plagiarism Declaration”“I declare that the work that I am submitting for assessment contains no section copied in whole or in part from any other source unless it is explicitly identified by means of quotation marks. I declare that I have also acknowledged such quotations by providing...
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...attributes. In managing these vital resources, there has to be a distinctive philosophy of providing and enhancing people-oriented organizational programmes. Restructuring is one of such activities or programmes. This activity is essentially designed to reconstruct or reorganize the structure of the business activities to suit objectives, purpose as well as circumstances of the job. Oil and gas industry is a potential sector of the business environment that is more prone to constant but periodic restructuring due to its dynamics. This Paper explores the structure and work environment in some oil and gas industry in attempts to reorganize or restructure them. These attempts are highlighted with implications for organizations’ employees, stakeholders as well as the HR Practitioners. An insight into the restructuring of PTI has been buttressed as a specific example on how the modern organizational perspectives have been put in place against the orthodox method in order to bring efficiency and effectiveness in the operational activities with resource centered HR Practitioners in focus. Introduction The theme: Restructuring in the Oil and Gas Industry: Implications for HR Practitioners is an engaging discourse in the oil and gas industry and also very relevant to current happenings in Nigeria. The intricacies involved have continued to challenge Human Resources (HR) practitioners especially in the volatile business environment of oil and gas. Human Resources Management (HRM) is rather...
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...A key factor in the process of integrating strategic planning with HR is ensuring that the HR staff recognize their roles as change agents and strategic business partners. This may be particularly difficult in a rapidly changing organization where the lack of stability tends to leave people with the feeling that they are victims of change rather than champions of it. However, one key to creating a successful HR function is to organize the chaos caused by change. This can be accomplished by forging ahead with innovative strategic plans that add value to the company instead of retreating into comfortable, traditional roles that will not effectively improve a company's bottom line (Cipolla, 1996). Effective strategic planning involves analyzing current data and identifying trends that may affect a company's future performance. Next, it involves mapping out a strategy that will most likely result in a company's success over the long term. A study by Eichinger and Ulrich (1995) indicates that in the next five to seven years at least 10 profound changes will alter the course of businesses and the function of HR. They identify these changes as (1) global economic and financial, (2) technological, (3) political, (4) structural (to the business organization), (5) educational, (6) labor-related, (7) social, (8) conflicts due to globalization, (9) environmental, and (10) crime-related. These changes are dominated by the shrinking world, as telecommunication, travel, information, ideologies...
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...PART A: ANALYSIS OF HR PRACTICES AT 2 RETAILERS The two companies I have selected for the purpose of comparative analysis of Human Resource practices are Sears Canada and Wal-Mart Canada. Both are Canadian subsidiaries of large American conglomerates. Wal-Mart Canada Wal-Mart Canada was founded in 1994 with the purchase of several now defunct Canadian locations of the Woolco discount retail chain. The advent of Wal-Mart’s expansion has forever changed the retail landscape in Canada. Other discount retailers such as Canadian-owned Zellers, have been hurt by Wal-Mart’s formidable rise. Wal-Mart employs a low cost provider strategy, as evidenced by their slogan “We sell for less, every day”. They sell goods at low prices, but often of poor quality. Prices are kept low by developing special relationships with suppliers, employing many part-time workers, resisting attempts by their workforce to unionize and controlling labour costs, which includes “discouragement” of working overtime. Wal-Mart founder Sam Walton once said in an interview, “I pay low wages. I can take advantage of that. Were going to be successful, but the basis is a very low wage, low benefit model of employment.” A number of Wal-Mart’s business tactics have been under fire by special interest groups and labour unions. In 2005, a store in Jonquiere, Quebec, was closed after workers came close to establishing a union. It would have been the chain’s first. While a spokesperson for Wal-Mart Canada...
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...What do you mean by “Human resource planning” The process that links the human resource desiderata of an organization to its strategic plan to ascertain that staffing is sufficient, qualified, and competent enough to achieve the organization's objectives. HR orchestrating is becoming a vital organizational element for maintaining a competitive advantage and reducing employee turnover Why Human resource planning is important Organization have their own goal through they opiate to reach, but as we ken that organization need capital, labor, machinery for engenderment, but they require additionally Human resources to maintain, to check the organization so that's why organization do human resources orchestrating for concentrating on altitudinal...
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...Enterprise Resource Planning – A Human Resources Overview Enterprise Resource Planning – A Human Resources Overview Enterprise Resource Planning represents an organization’s attempt to fully integrate company information from a previously fragmented collection and retrieval system into an organized, multi-user environment that can be shared by all key departments within the organization, including sales and marketing, accounting and finance, material management, production planning and human resources. The decision to convert to such a system cannot be made hastily, and requires extensive planning to accommodate requirements, cost and expenditures, integration, implementation, and training. The complexities of such a project can be compared to an ISO program for management information systems that involve extensive software conversion and re-tooling of employees who will be required to perform new and varied administrative tasks. The existing user base must be evaluated and a needs analysis completed to determine the degree of acceptability and resistance to such a program, as well as what knowledge, skills and ability will be necessary to bring users to a level playing field prior to implementation. In essence, such a system will require initialization of cultural change and planning for the human part of the ERP. The elimination of negativity is tantamount prior to startup of such a program...
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...Systems and Human Resource Planning True/False 1. Human resource planning is the process of making decisions regarding acquisitions. Answer: True Page: 118 Moderate 2. There has been a shortage of laborers familiar with high-tech skills in the recent past in the United States. Answer: True Page: 120 Moderate 3. Changes in the labor market have led to skill shortages as well as areas of oversupply. Answer: True Page: 120 Easy 4. The federal government has reacted to wage rates by encouraging employers to improve the computer-related skills of employees by developing performance appraisal systems. Answer: False Page: 120 Moderate 5. Strategy plans do not deal with the size the company wishes to be in the future. Answer: False Page: 121 Easy 6. Divestitures and mergers often require reassignment or reconfiguration of the workforce. Answer: True Page: 123 Difficult 7. Training and development objectives should be geared toward and integrated with production, sales, and skill needs. Answer: True Page: 124 Moderate 8. A transition matrix is a qualitative form of human resource forecasting. Answer: False Page: 128 Difficult 9. Computer simulation can be used to work out contingency plans. Answer: True Page: 129 Easy 10. The Delphi technique of human resource forecasting relies on the knowledge of experts. Answer: True Page: 129 Moderate 11. Line managers should not be involved with the human resource planning function...
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...The Five Points of Human Resources Planning The Five Points of Human Resources Planning Human resources planning is a key element to a developing a successful business supported by exceptional staff. Human resources planning (HRP) is defined as “an effort to anticipate future business and environmental demands on an organization, and to provide qualified people to fulfill that business and satisfy those demands” (Cascio, 2010, p. 685). There are five steps in the human resources planning process. The five steps of HRP help facilitate economic growth while minimizing employee turnover. SAS (2010) is a company that has been successful in the implementation of these steps. In this paper we will discuss these steps as they relate to the hiring process. Successful implementation of these steps can be beneficial in targeting qualified candidates that also contribute to the culture of the business. The first step in human resources planning is to establish a strategic plan by preparing an employee inventory. Taking an employee inventory means taking stock of the quality of company employees to assess hiring, training, management, for the health of the company. An employee inventory needs to focus on the quality rather than the immediate quantity of the employees. The focus on quality in terms of hiring can be met by engaging in an effective interviewing, testing, and evaluation process formulated in part by the...
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...Assignment 1 – Human Resource Planning P1 Human resource planning When looking at human resource planning there are 3 main factors to take into account, they are internal planning factors, external planning factors and employee skills. Internal factors Internal planning factors are those that relate to what is already happening inside the business, for instance how the business adjusts to adapt to new systems for working and new request made on it. The internal factors to consider when planning the human resource requirements of the organisation would be looking at new technology, supply and demand, workforce profiles, skills requirement and skills gap. The Organisational needs would be new technology as they need to keep up with the competition. New technology is needed to be able to create new and innovated ways to make their cars so they are able to keep on top of any competition they have developed as technology has allowed them to make cars more refined and robust. New technology such as spray painting machines has now allowed jaguar to get their cars sprayed quicker and more effectively, giving them a better quality in their cars. New technology has also allowed the business to communicate better as they are more ways than ever to do so nowadays for example email, phone call and messages. All this allows the business itself to run smoother as management and employee can communicate better than ever in different ways. Technology has also allowed the organisation...
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...Organisational needs Relates to the existing workforce and how this needs to be adapted to continually meet the needs of organisations which are constantly changing. This could result in taking on more staff or reducing the level of staffing. Skill requirements Relates to the skills of the current workforce and will help to plan if training or recruitment may be needed. This is to ensure that the workforce have the required level of skills as the organisation changes Supply of labour Relates to the number of suitable people available to work. This could be on a local, national or international level. This is also dependent on what skills are needed and what is happening to rates of employment Labour costs Relates to the costs in respect of the workforce. This will depend on the number of employees needed and the level and type of skills needed. Workforce skills Relates to the skills of potential employees relating to an area or to a sector. This will identify if there is a skills shortage and the need to take appropriate action eg offering extra benefits to attract the right people. Government policy Relates to policies which impact on education, work and training. This will for example have an effect on the ability and skills of people when they leave education. Labour market competition Relates to the supply of suitable potential employees. If there is a shortage of suitable labour this will result in problems with recruitment and the need to pay a higher...
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