Human resource management Essay Example for Free

Human imagery management EssayMany pipeline owners prep are a short letter throw before starting their business. However, small business owners often do not include clement resource planning as parcel of their over-all business plan. They whitethorn start out with only a few employees or none at all. Over time, it is important to properly forecast calling needs. Just as failing to address potential threats in the marketplace can jeopardize the viability of your business, failing to anticipate personnel needs can strike on overall business success.The success of a business is directly linked to the performance of those who work for that business. Underachievement can be a result of piece of work failures. Because hiring the wrong people or failing to anticipate fluctuations in hiring needs can be costly, it is important that you put effort into human resource planning. readying for HR needs will help to ensure your employees dedicate the skills and competencies your b usiness needs to succeed. An HR plan works hand in hand with your business plan to net income off the resources you need to achieve the businesss goals. It will better prepare you for staff turnover, recruitment, and strategic hiring and alleviate stress when you have mite/last-minute hiring needs.Human Resource Planning Process Or Steps Of HR PlanningHuman resource planning is a process through with(predicate) which the company anticipates time to come business and environmental forces. Human resources planning assess the manpower requirement for future period of time. It attempts to provide sufficient manpower require to perform organizational activities. HR planning is a continuous process which starts with identification of HR objectives, move through analysis of manpower resources and ends at estimate of HR planning. Following are the major steps involved in human resource planning1. Assessing Human ResourcesThe assessment of HR begins with environmental analysis, to a lower place which the extraneous (PEST) and internal (objectives, resources and structure) areanalyzed to assess the currently available HR scroll level. After the analysis of external and internal forces of the organization, it will be easier for HR manager to find out the internal strengths as well as weakness of the organization in one hand and opportunities and threats on the other. Moreover, it includes an inventory of the workers and skills already available within the organization and a comprehensive job analysis.2. Demand ForecastingHR forecasting is the process of estimating demand for and supply of HR in an organization. Demand forecasting is a process of determining future needs for HR in terms of quantity and quality. It is done to meet the future personnel requirements of the organization to achieve the desired level of output. Future human resource need can be estimated with the help of the organizations current human resource situation and analysis of organizational plans an procedures. It will be necessary to perform a year-by-year analysis for every significant level and type.HR planning moldiness be tied to the overall business plan. You can start the process by assessing the current conditions and future goals of your company. Perform these assessments regularly. Consider some of the following questionsWhat are the companys goals and objectives?Do these goals call for expansion into in the buff markets?Are new product lines planned?Are changes in technology necessary to diaphragm competitive? exit new skills and/or training be required to meet the companys goals and objectives?The following three-step method is designed to help youdetermine whether or not you are ready to hire1. Identify Business Strategy and Needs2. Conduct a Job Analysis and Write a Job Description3. Determine the Feasibility of HiringHuman Resource Planning ChecklistStep 1 Identify Business Strategy and NeedsIdentify pressures and opportunitiesbrighten your business st rategy and directionIdentify aspects of the business that need helpThe following questions will help you determine how many people are required, and with what skills, to see your business needs. What new positions are opening up?What special skills (e.g. computer applications) will be needed? What work experience (e.g. in a fussy area) will be required? When will new staff be needed?When should hiring be scheduled to ensure a smooth transition?Does the hiring plan also provide for employee turnover and attrition?Step 2 Conduct a Job Analysis and Write a Job Description reexamine your current workforce-Describe the employees you now have in terms of their knowledge, skills, and experience and describe how they function together to get work done, At the same time, dispense how the current work could be reorganized to make the best use of current and future employees.Identify any skills and knowledge gaps-Note any gaps in the midst of the skills and abilities your current employees have and the skills and abilities that your workforce needs to meet your business objectives in the future. Write a job descriptionSet an appropriate salary-Start by adopting a general salary range to help you determine what you will need to budget and whether potential candidates are within your budget. You may want to off a job evaluation, whereby you rank jobs and their corresponding salaries. Weigh the importance of critical skills and knowledge for each position, compare positions, and rank the new position on the pay scale accordingly.You will need to do a comparison between the new and existing positions.Is the new position more junior/senior?Will the new position require more specialized skills and knowledge? Will the position have more complex tasks and different working relationships? Will the new position have more or less responsibility?Tips for Conducting a Job Analysis* Ask employees about each position within the business and how they are (or are not) connected * A sk employees if they think hiring a new employee or creating a new position would be a good cerebration * Observe employees at work and earnestly ask for their ideas about better ways to operate be prepared to put good suggestions into action * lecture to customers about which employees are easiest to deal with or provide the best service * Find out and understand why past employees have left be truthful with yourself * Talk to customers about their needs* Understand the needs of people the new employee will be working with * Differentiate between nice to have and must have skills and experiences * Look at employees who are performing at a superior level and try to assess the skills and behaviors that have sex them look for evidence of these behaviors during the interview * Look at similar positions in other companies andthe requirements they have* Read books or articles about companies that may have found themselves in similar situationsStep 3 Determine the Feasibility of Hirin gUnderstand the costs of hiring-Labor costs, such as salary and benefits, Recruiting costs, which may include advertising in addition to time spent on recruiting activities, orientation and training.Understand the benefits of hiring-* Improved morale of other employees, if a departing employee was a bother or if the area has been Under staffed for some time* Improved morale of existing staff if the growth means new business and opportunities * Improved productivity if a departing employee was not productive or if employees believed that you have made the decision to hire as a result of their input* change magnitude revenues once a new employee is performing at an acceptable level * A new employee who is more qualified than current employees can help train the existing employees * Increased customer satisfaction and potentially saved business.Understand the risks of not hiring-* Loss of revenues because of an inability to keep up with demand * Loss of employees because they are un willing to stick being overworked or to do the work of a departed employee* No new ideas or knowledge brought in through new employeesIf you decide that hiring a new employee is feasible, you are ready to begin the recruitment process. If not, you might need to revisit your strategic plan or business objectives.3. hand over ForecastingSupply is another side of human resource assessment. It is concern with the estimation of supply of manpower given the analysis of current resource and future availability of human resource in the organization. It estimates the future sources of HR that are likely to be available from within an outside the organization. Internal source includes promotion, transfer, job enlargement and enrichment, whereas external source includes recruitment of fresh candidates who are capable of performing well in the organization.4. Matching Demand And SupplyIt is another step of human resource planning. It is concerned with bringing the forecast of future demand a nd supply of HR. The matching process refersto bring demand and supply in an equilibrium position so that shortages and over staffing position will be solved. In case of shortages an organization has to hire more required number of employees. Conversely, in the case of over staffing it has to burn the level of existing employment. Hence, it is concluded that this matching process gives knowledge about requirements and sources of HR.5. Action PlanIt is the last phase of human resource planning which is concerned with surplus and shortages of human resource. Under it, the HR plan is executed through the designation of different HR activities. The major activities which are required to execute the HR plan are recruitment, selection, placement, training and development, socialization etc. Finally, this step is followed by control and evaluation of performance of HR to check whether the HR planning matches the HR objectives and policies. This action plan should be updated according to c hange in time and conditions.