core abilities

8/8/2019 Core Abilities

1/16

CORE ABILITIESCORE ABILITIES

MODUL 01MODUL 01-- PERSONNELPERSONNELMANAGEMENTMANAGEMENT


2/16

HUMAN RESOURCE PLANNINGHUMAN RESOURCE PLANNING

y to ensure that a certain desired number

of persons with the correct skills will be

available at some specified time in the

future.

Forecasting demand for human resource

Human resource actions

Job analysis


3/16

FORECASTING DEMAND FORFORECASTING DEMAND FOR

H

UMAN RESOURCEH

UMAN RESOURCE

y There are two aspects for forecasting

demand for human resource:-

Long term

Short term

Resources supply forecasting


4/16

Long termLong term

y extension of the organization of the firms

strategic plans.

y long term forecasting of two to five years

is necessary to ensure that companys

objective are achieved.

y knowledge of the organizations long term

corporate plans are essential so that planscan be made for the organizations future

needs for human resource.


5/16

Short termShort term

y as the human resource department will

require some lead time to provide the

needed work force in the short run.

y for example the sales forecasts for the

coming year must be translated into a

production program, master schedule and

department schedule


6/16

Turnover RateTurnover Rate

Number of employees who leave:

Turnover Rate = _________________________________ x 100

Average number of employees

Number of man-days lost :

_________________________________________________________x 100

(average number of person) x (number of workdays)

AbsenteeismAbsenteeism


7/16

Example1:Example1:

y There are 150 employees at the beginning

of the year. 5 employees have retired and

2 employees was dismissed due to

undisciplined behavior. This employees hadbeen absent for work for the total of 28

days, not including annual leave and paid

leave.


8/16

Turnover RateTurnover Rate

Number of employees who leave:

Turnover Rate = 7/150 x 100

= 5%

AbsenteeismAbsenteeism

Number of man-days lost :

= 7/(150)(2)x 100

= 2%


9/16

RecruitmentRecruitment

y the process of finding and attracting

capable applicants in sufficient numbers

and encouraging them to apply for

employment within the organization.

y the process begins when qualified

individuals are sought and end when their

applications are submitted.


10/16

SelectionSelection

y process of choosing from those applicants

who are best suited for the positions

available.

y the process begin after the recruitment

process creates a pool of suitable

applicants.


11/16

OvertimeOvertime

y As a method of meeting short term

fluctuations in work volume.

y a common phenomenon nowadays and is

advantageous to both the organization

and the employees.

y Disadvantages of overtime is that when

employees work long hours without rest,they become very tired and less

productive.


12/16

SubcontractingSubcontracting

y As an alternative to recruitment,

especially in situations of temporary

demand for human resource.

y Is generally advantageous for both the

organization and the subcontractor.


13/16

Temporary EmployeesTemporary Employees

y to maintain flexibility in situation of

varying workloads.

y are normally hired for fixed period not

exceeding six months and leave the

services of the organization at the end of

the period.


14/16

Employees leasingEmployees leasing

y help companies that have been set up to

assist organizations to handle their excess

or special workloads.

y the organization leases the employees

who are paid by the help company which

bills the client organization.


15/16

IDENTIFYING TRANNING NEEDSIDENTIFYING TRANNING NEEDS

y Training Needs Analysis (TNA)

To identify which employees needs trainingand what sort of training they need it is

necessary to conduct a training needsanalysis.

y Two methods in used to obtain theinformation in the TNA

Questionnaires Company records


16/16

SekianSekian terimaterima kasihkasih

core abilities

Documents