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Unit 2: Human Resource Planning
2. For each group to be profiled, define the roles and career streams to help identify current Notes
and future human resources needs.
3. Determine how competencies will be integrated with the existing HR Planning process
and systems (e.g., Human Resource Information Management systems; other computer-
based tools, for example forecasting models).
Stage 2
1. Build or revamp HR Planning tools, templates and processes to incorporate elements as
determined in Stage 1.
2. Train managers and/or facilitate corporate HR Planning process.
3. Continuously monitor and improve processes, tools and systems to support HR Planning.
Mid to large Organizations
Stage 1
1. Identify the infrastructure and system requirements to support full implementation (e.g.,
Human Resources Information Management System; other on-line software tools needed
to support various CBM applications).
2. Develop the competency profiles.
3. Implement the competency profiles in a staged-way to demonstrate benefits and create
buy-in (e.g., as soon as profiles for a group are developed, implement quickly within a
low-risk high-benefit planned application for the group).
4. Communicate success stories as competency profiles are implemented.
Stage 2
1. Develop, revise/update competency profiles to meet changing demands.
2. Monitor and evaluate applications to ensure that they are meeting organizational needs,
and adjust programs/plans, as needed, to meet evolving needs.
Notes Supply forecasting measures the number of people likely to be available from
within and outside the organization, after making allowance for absenteeism, internal
movements, promotion, changes in hours and other conditions of work.
Supply analysis covers:
1 Existing human supply
2. Internal source of supply
3. External source of supply
Existing Employees
Analysis of existing employees is greatly facilitated by HR audits. The audits of
non-managers are called skills inventories and those of management are called management
inventories.
Contd...
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