HUMAN RESOURCE PLANNING

THE PRIMARY PLANNING PROCESS

Business plans indicate an organization’s major financial, sales, and production goals, as well as the approaches managers intend to use to compete in each major product line. A high-technology company such as Apple Computer clearly faces quite different human resource challenges from those faced by U.S Steel.

As tentative buusiness plans are prepared, other human resource professionals are brought into the process to inspect the plans and assure that they are feasible and desirable from a personnel point of view. Once business plans are approved by top human resource planners and specialists, and action planning begins.

It is important to recognize that the process used by IBM is not universal. In some companies human resource professionals are excluded from the business planning process. Where this is true, insertion, integratioon, and inspection give way tointerpretation as the major linkage point. In companies using a focused approach to HRP, there is only a loose interconnection between business planning and HRP, occurring primarily through managers and executives who participate in both processes but at different times and in different ways

THE FUNCTIONAL PLANNING PROCESS

The decision to undertake strategic functional planning usually leads to a number of analyses. The task is to incorporate both an awareness of corporate and business strategies, including the human resource components, and an assessment of the function’s current operations as perceived by its “clients” and staff. Figure 7-12 shows the types of issues examined and the methods used during a recent study of the employee relations department of honeywell’s defense systems division.

AFFIRMATIVE ACTION PLANNING

An Affirmative Action plan or program is a management tool designed to ensure equal employment opportunity. A central premise underlying affirmative action is that, over time, absent discrimination, a contractor's workforce will generally reflect the gender, racial, and ethnic profile of the labor pools from which the contractor recruits and selects.

Affirmatif action planning ,consists of :

1.utilization analysis

2.fix objectives and schedule

3.and planning exciting action steps and in the primary human resource planning

utilization Analysis

The first step in developing a plan is tindakanafirmatif utilization analysis. Untukmenggambarkan organization's workforce currently relatifke pool of qualified workers in the labor force. Adadua part in this analysis. Pertamamelibatkan determining the demographic composition of the armed kerjasaat this by dividing all the work in organisasike in classification. The second part is menentukanpersentase protected from the same class in pasartenaga work available.

Objectives and Schedule

The second step is to set goals and timetables to correct underutilization. The OFCCP secaraeksplisit requires that a rigid numerical quotas can not be set. Instead, companies should consider the size of underutilization, how quickly changed labor, and labor is growing or contructing. Aother consideration in setting goals and timetables is the kind of action the employer intends to take

planning exciting action steps and in the primary HRP

exciting action steps and principles are applied in the primary HRP is in accordance with the plan that was proposed by the company itself

HUMAN RESOURCE INFORMATION SYSTEMS

Human resource create nearly insatiable demands for information. To meet these demands requires systematic approaches to the gathering, processing and reporting of data and information- in other words, human resource information systems (HRISs).

The Data Base

1.      Personal data : name, adress, date of birth, ect.

2.      Selection data : date interview, date offered employment, test scores, interviewer ratings, number of applicants for same job.

3.      Work experience data : jobs held before joining company, jobs held since joining company, specific skills.

4.      Compensation data : reward, rice of wage.

5.      Attitude/morale data : absence record, grievances filed.

6.      Health/safety/accident data : medical visits, workers compensation claims.

System Specifications

The input function

The input function estabilishes responsibilities for collecting relevant data and entering them into the HRISs such as personal data, job data and other data

Throughput function

The throughput function is responsible for the actual updating of the data in the HRIS. To support on-line input,  throughput functions operate on real time. That is, they have the capacity to sort, update, and store inputs immediately and to do this on a continous basis. They also have built-in edit codes that reject data not meeting predetermined format requirements.

Output function

HRISs are only as good as the outputs they produce. They key is to assure that the stored data can be manipulated in such a way as to produce the information that users need in a timely fashion and in a usable format. After the data and format are satisfactory is the resulting report printed in “hard copy”.

Security and privacy

Data security is a major problem with HRISs. The beauty of such systems is the access they allow to data about employees and jobs. Especially critical to accuracy is the need to restrict the number of people who are able to perform data entry and updates.

SUMMARY

HRP is the process used by organizations to : (1) Analyze anticipated events in their external and internal environments and assess their attendant human resource implications (2) Formulate action plans that will, if properly implemented, contribute to future organizational success through improved human resource management.HRP applications are of two major  types: primary planning, which occurs in operating units, and functional planning, which involves only the personnel division or department. Both, in turn, have two phases: analysis and action planning.

In primary planning, analysis is used to gather as much information as possible (or feasible) about future conditional in the business and the external and internal environments surrounding the business. Then, in action planning, this information is used to develop an integrated package of P/HR management activities (human resource strategy) that will provide the organization with a full complement of capable, committed, contributing, and satisfied employees. In functional planning, analysis focuses on the business plans of the unit which the function reports and on extant personnel problems in these units. For the long run, action planning is used to lay out the function’s mission, role, professional stature, portfolio of activities, structure, processes, and human resource needs. For the short run, action planning lays out goals, task assignments, and budget.

AAP is, in many ways, analogous to HRP, except that it concentrates on women and minorities. Here analysis involves carrying out a utilization analysis and establishing goals and timetables. Action planning is where affirmative action steps are put together to improve the utilization of women and minorities in various job categories.

As HRP, APP, and other P/HR management activities become increasingly sophisticated, they require more and better information about people and jobs. This is where HRISs come in. In recent years great strides have been made in harnessing the potential of computers to the effective accumulation, manipulation, and reporting of data and information of value to effective P/HR management.