Author: Paul Turner
Publisher: CIPD Publishing
ISBN: 9780852929339
Category : Business & Economics
Languages : en
Pages : 306
Book Description
This practical book deals with the subjects of Strategic Human Resource Forecasting and Human Resource Planning. It is divided into three main sections: Strategy, Forecasting, Planning and People; the Strategic Human Resource Forecast; and the Human Resource Plan. The book provides guidance on: how to deal with the end-to-end process of HR forecasting and planning; how to persuade my organization to take these models on board and include them in its own strategy-settling process; how to implement the processes; and how to manage them on an ongoing basis.
HR Forecasting and Planning
Author: Paul Turner
Publisher: CIPD Publishing
ISBN: 9780852929339
Category : Business & Economics
Languages : en
Pages : 306
Book Description
This practical book deals with the subjects of Strategic Human Resource Forecasting and Human Resource Planning. It is divided into three main sections: Strategy, Forecasting, Planning and People; the Strategic Human Resource Forecast; and the Human Resource Plan. The book provides guidance on: how to deal with the end-to-end process of HR forecasting and planning; how to persuade my organization to take these models on board and include them in its own strategy-settling process; how to implement the processes; and how to manage them on an ongoing basis.
Publisher: CIPD Publishing
ISBN: 9780852929339
Category : Business & Economics
Languages : en
Pages : 306
Book Description
This practical book deals with the subjects of Strategic Human Resource Forecasting and Human Resource Planning. It is divided into three main sections: Strategy, Forecasting, Planning and People; the Strategic Human Resource Forecast; and the Human Resource Plan. The book provides guidance on: how to deal with the end-to-end process of HR forecasting and planning; how to persuade my organization to take these models on board and include them in its own strategy-settling process; how to implement the processes; and how to manage them on an ongoing basis.
Manpower Planning and forecasting in the firm
Manpower Planning and Forecasting in the Firm
Author: Herbert G. Heneman (Jr.)
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 388
Book Description
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 388
Book Description
Manpower Planning and Forecasting in the Firm
Employer Manpower Planning and Forecasting
Author: Herbert Gerhard Heneman
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 52
Book Description
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 52
Book Description
Manpower Planning and Forecasting in the Firm
Author:
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 348
Book Description
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 348
Book Description
Manpower Planning and Forecasting in the Firm
Author: Herbert Gerhard Heneman
Publisher:
ISBN:
Category : Labor supply
Languages : en
Pages : 348
Book Description
Publisher:
ISBN:
Category : Labor supply
Languages : en
Pages : 348
Book Description
COMPANY LONG RANGE MANPOWER FORECASTING AND PLANNING--A METHODOLOGICAL APPROACH.
Author: ERIC WILLIAM VETTER
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 510
Book Description
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 510
Book Description
An Assessment of the Extent of Manpower Planning and Manpower Forecasting Among Manufacturing and Research and Development Firms in the Greater Boston Area
Author: Chester Charles Mitchell
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 324
Book Description
Publisher:
ISBN:
Category : Employment forecasting
Languages : en
Pages : 324
Book Description
The Process of Human Resource Planning
Author: Vaibhav Gupta
Publisher: GRIN Verlag
ISBN: 3640548051
Category : Business & Economics
Languages : en
Pages : 9
Book Description
Research Paper (postgraduate) from the year 2010 in the subject Leadership and Human Resources - Miscellaneous, , language: English, abstract: Forecasting a company’s future demand in human resources is a necessary procedure in light of organizational objectives and strategies. Forecasting is based on information from the past and the present to identify expected future conditions. Such information may come from external environmental scanning and/or the assessment of internal strengths and weaknesses. There are different methods for forecasting human resources demand that range from a manager’s best guess to a complex computer simulation. While simple assumptions may be sufficient in small-sized companies, complex models that combine subjective judgment and quantitative data are usually necessary for larger organizations. The future demand for employees is calculated on an organization-wide basis; the needs of individual units in the organization are taken into consideration. The HR expert or an experienced manager who handles the forecasting process needs to consider specific openings that are likely to occur and to use such data as the basis for planning. Openings are created when employees leave a position because of promotions, transfers, and terminations. Forecasting leads to projections for the future. Depending on the forecasting method used, the projections may be more or less subject to error. Once human resources needs have been identified, the availability must be checked. The forecast of the availability of human resources is considering both internal and external supplies. Internally, succession plans developed to identify potential personnel changes, due to promotion, retirement, resignation, etc for each department in an organization are examined. By the end of this analysis, the organization is able to know if there are employees to cover future demand from within its resources. Externally, there are many factors, such as the labour-force population estimates, trends in the industry and technological developments. The organization must and they do take such factors into consideration to be able to know if ideal candidates can be located.
Publisher: GRIN Verlag
ISBN: 3640548051
Category : Business & Economics
Languages : en
Pages : 9
Book Description
Research Paper (postgraduate) from the year 2010 in the subject Leadership and Human Resources - Miscellaneous, , language: English, abstract: Forecasting a company’s future demand in human resources is a necessary procedure in light of organizational objectives and strategies. Forecasting is based on information from the past and the present to identify expected future conditions. Such information may come from external environmental scanning and/or the assessment of internal strengths and weaknesses. There are different methods for forecasting human resources demand that range from a manager’s best guess to a complex computer simulation. While simple assumptions may be sufficient in small-sized companies, complex models that combine subjective judgment and quantitative data are usually necessary for larger organizations. The future demand for employees is calculated on an organization-wide basis; the needs of individual units in the organization are taken into consideration. The HR expert or an experienced manager who handles the forecasting process needs to consider specific openings that are likely to occur and to use such data as the basis for planning. Openings are created when employees leave a position because of promotions, transfers, and terminations. Forecasting leads to projections for the future. Depending on the forecasting method used, the projections may be more or less subject to error. Once human resources needs have been identified, the availability must be checked. The forecast of the availability of human resources is considering both internal and external supplies. Internally, succession plans developed to identify potential personnel changes, due to promotion, retirement, resignation, etc for each department in an organization are examined. By the end of this analysis, the organization is able to know if there are employees to cover future demand from within its resources. Externally, there are many factors, such as the labour-force population estimates, trends in the industry and technological developments. The organization must and they do take such factors into consideration to be able to know if ideal candidates can be located.