Determining future human resource availabilities the

Info icon This preview shows pages 12–14. Sign up to view the full content.

View Full Document Right Arrow Icon
Determining future human resource availabilities The task here is to estimate the number and types of employees that will be available in various job categories at the end of planning period. This phase of HR planning is designed to answer the question, “how many and what kinds of empl oyees do I currently have in terms of the skills and training necessary for the future?” It all begins with a n inventory of employees expected to be available in various job categories at the start of planning period. From these figures are subtracted anticipated losses during planning period due to retirements ,voluntary turnover , promotions, transfers, death, quits, resignation and others. 4 . Determining net manpower requirements This requires comparing over all personnel requirement with personnel inventory where the difference is net requirement. 5. Developing action plans Once the supply and demand of human resource are estimated, adjustments may be needed. When the internal supply of workers exceeds the firms demand, a human resource surplus exists . The alternative solutions include: early retirements, demotions, layoffs, terminations, attrition, voluntary resignation inducement, reclassification, transfer, work sharing and hire freezing. Decisions in surplus conditions are some of the most difficult that managers must make, because the employees who are considered surplus are seldom responsible for the condition leading to surplus. A shortage of raw materials such as fuel or a poorly designed or poorly marketed product can cause an organization to have a surplus of employees. As a first approach to dealing with a surplus, most organizations avoid layoffs by relying on attrition, early retirements, and creation of work and the like. Many organizations can reduce their work force simply by not replacing those who retire or quit. When the internal supply cannot fulfill the o rganization’s needs, a human resource shortage exists. If the shortage is small and employees are willing to work over time, it can be filled with present employees. If there is a shortage of highly skilled employees, transfer, training and promotions of present employees, together with the recruitment of employees, are possibilities. This decision can also include recalling employees who were previously laid off. Now days
Image of page 12

Info icon This preview has intentionally blurred sections. Sign up to view the full version.

View Full Document Right Arrow Icon