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HUMAN RESOURCE DEMAND FORECASTING
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Forecasting as a Part of Human Resource Forecasting as a Part of Human Resource PlanningPlanning
DEMAND FORECASTING
SUPPLY FORECASTING
Determine organizational
objectives
Demand forecast for
each objective
Aggregate demand forecast
Does aggregate
supply meetaggregatedemand?
Go to feasibility analysis steps
Choose human resource programs
External programs
•Recruiting
•External selection
•Executive exchange
Internal programs
•Promotion
•Transfer
•Career planning
•Training
•Turnover control
Internal supply forecast External supply forecast
Aggregate supply forecast
No
Yes
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Long Range Objectives & Plans
Overall Requirements
for human resources
Work force Requirements by
occupational categories job skills etc
Short terms goals, plans, programes
& budgets
Inventory of Present Human
Resources
Inventory by Occupationalcategories skills,Demographic characteristics
Procedure forEvaluating Effectiveness orHuman Resources
Net New Human Resource
Requirement Leading to
action planning. For Recruitment
& Selection Needed
Needed Replacement or additions. Leading to plans for developing, transferring, recruiting & selecting needed people
MAN POWER DEMAND FORECASTING
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Causes of Demand for Human Causes of Demand for Human ResourcesResources
Causes of Demand for Human Causes of Demand for Human ResourcesResources
Economic Economic developmentsdevelopments
Social-Social-political-legal political-legal challengeschallenges
Technological Technological challengeschallenges
CompetitorsCompetitors
Strategic planStrategic plan
BudgetsBudgets
Sales & Sales & production production forecasts forecasts
New venturesNew ventures
Organizational Organizational & job design& job design
RetirementsRetirements
ResignationsResignations
TerminationsTerminations
DeathsDeaths
Leaves of Leaves of absenceabsence
ExternalExternal OrganizationalOrganizational WorkforceWorkforce
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HRP and Environmental ScanningHRP and Environmental Scanning
Environmental ScanningEnvironmental Scanning
– The systematic monitoring of the major external forces The systematic monitoring of the major external forces influencing the organization.influencing the organization. Economic factors: general and regional conditionsEconomic factors: general and regional conditions Competitive trends: new processes, services, and Competitive trends: new processes, services, and
innovationsinnovations Technological changes: robotics and office automation Technological changes: robotics and office automation Political and legislative issues: laws and administrative Political and legislative issues: laws and administrative
rulings rulings Social concerns: child care and educational priorities Social concerns: child care and educational priorities Demographic trends: age, composition,and literacyDemographic trends: age, composition,and literacy
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Scanning the Internal EnvironmentScanning the Internal Environment Cultural AuditsCultural Audits
– Audits of the culture and quality of work life in an Audits of the culture and quality of work life in an organization.organization. How do employees spend their time? How do employees spend their time? How do they interact with each other? How do they interact with each other? Are employees empowered?Are employees empowered? What is the predominant leadership style of managers?What is the predominant leadership style of managers? How do employees advance within the organization?How do employees advance within the organization?
BenchmarkingBenchmarking
– The process of comparing the organization’s processes The process of comparing the organization’s processes and practices with those of other companies.and practices with those of other companies.
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Forecasting HR RequirementsForecasting HR Requirements
Estimate of numbers and kinds of employees the organization Estimate of numbers and kinds of employees the organization will need to implement organizational strategies and attain will need to implement organizational strategies and attain organizational objectives on future dates.organizational objectives on future dates.
Demand for firm’s goods or services must be forecast.Demand for firm’s goods or services must be forecast. Involves consideration of alternative ways of organizingInvolves consideration of alternative ways of organizing jobs jobs
(job design, organizational design or staffing jobs)(job design, organizational design or staffing jobs) Example - Peak production could be handled by temporary Example - Peak production could be handled by temporary
workers or assigning overtime. Machine breakdowns assigned workers or assigning overtime. Machine breakdowns assigned to maintenance department or handled by machine operatorsto maintenance department or handled by machine operators
Forecast is then converted into people requirementsForecast is then converted into people requirements
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DEMAND FORECASTING
Assumptions of Political
environment
Assumptions of Social environment
Business Plans
Assumptions of Technology Conditions
Assumptions of Labor market
Assumptions of Economic Trends
Assumptions at the Time of demand Forecasting
Social Factors - It is common experience that a number of well-conceived projects either do not takeoff or get delayed due to social pressures. In such an event, the human resource demand forecasts made by the planners will undergo substantial changes. Delays result in cost escalation, changes in technology to accommodate the needs/sentiments of society, changes in the location of the project etc.
Technological Factors -Rapid changes in technology many a times adversely affect human resources forecasts. From the time a project is conceived to the time is implemented, substantial time lag may occur during which, changes in technology may make the entire project unviable.
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Political Factors -Unforeseen political factors might make considerable impact on the business plans of enterprises. This is true especially for those organizations which depend mostly only on international markets either for the sourcing of their raw materials or for selling of their products and services.
Economic Factors -Economic factors often result in several planned activities being forced to undergo considerable change.
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Demand Generation - The reasons for the creation of employee demands are:
Growth - Growth, in traditional business, may lead to demand for higher levels of production, sales volumes and services.
Employee Turnover- Employee turnover or attrition is another reason for generation of manpower demands in an organization.
Technological Shifts-Changes in technology makes an impact on an enterprise in more than one fashion. This may change the methods of manufacturing, processes and techniques, selling strategies could also become different and in the office, automation could bring about a major change in the nature of work. Such changes may result in a redundant and surplus workforce and might also bring about shortages in the new skills required to manage the technology.
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I. quantify the jobs necessary for producing a given number of goods, or offering a given amount of services;
II. determine what staff-mix is desirable in the future;III. assess appropriate staffing levels in different parts
of the organization so as to avoid unnecessary costs;IV. prevent shortages of people where and when they
are needed most; andV. monitor compliance with legal requirements with
regard to reservation of jobs.
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Forecasts employment requirements on the basis of some organizational index and is one of the most commonly used approaches for projecting HR demand.
It involves the following steps:1. Select an appropriate business factor. This should be the best available
predictor of human resources needs. Frequently, sales or value added (selling price minus costs of materials and supplies) is used as a predictor in trend analysis.
2. Plot a historical trend of the business factor in relation to number of employees. The ratio of employees to the business factor will provide a labor productivity ratio (for example, sales per employee).
3. Compare the productivity ratio for at least the past five years.4. Calculate human resources demand by dividing the business factor by
the productivity ratio.5. Finally, project human resources demand out to the target year.
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Budget and Planning AnalysisBudget and Planning Analysis– Organizations that need human resource planning Organizations that need human resource planning
generally have detailed budgets and long-range plansgenerally have detailed budgets and long-range plans
New-Venture analysisNew-Venture analysis– New venture analysis will be useful when new New venture analysis will be useful when new
ventures contemplate employment planning. This ventures contemplate employment planning. This technique requires planners to estimate HR needs in technique requires planners to estimate HR needs in line with companies that perform similar operations. line with companies that perform similar operations.
Computer-based Simulation ModelsComputer-based Simulation Models– More sophisticated forecasting approaches involving More sophisticated forecasting approaches involving
computer and computer models computer and computer models
Employment data over a period of time are used under this method as a basis for manpower forecast.
When we record employment levels over a time period, we observe the 5 elements in it:
1. Trend
2. Cyclical Effects
3. Seasonality
4. Step
5. Random fluctuations15
Average of the combined employment level data for the recent past is considered as the forecasted employment level for the next period.
This technique is useful to guard against random fluctuations.
After each period elapses , the figure for the oldest period is dropped and the figure for the newest period is added for our subsequent computation of manpower requirements .
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Zero-based forecasting – uses current level as starting point for determining future staffing needs
Bottom-up approach – each level of organization, starting with lowest, forecasts its requirements to provide aggregate of employment needs
Mathematical models –Assist in forecasting. Relationship between sales demand and number of employees needed is positive one.
Simulation – technique with experimenting with real-world situation through a mathematical model
Flow Models - Flow models are very frequently associated with forecasting personnel needs. The simplest one is called the Markov model. In this technique, the forecasters will :
1. Determine the time that should be covered. Shorter lengths of time are generally accurate than longer ones. However, the time horizon depends on the length of the HR plan which, in turn, is determined by the strategic plan of the organization.
2. Establish categories, also called states, to which employees can be assigned. These categories must not overlap and must take into account every possible category to which an individual can be assigned. The number of states can neither be too large nor too small.
3. Count annual movements (also called ‘flows’) among states for several time periods. These states are defined as absorbing (gains or losses to the company) or non-absorbing (change in position levels or employment status). Losses include death or disability, absences, resignations and retirements. Gains include hiring, rehiring, transfer and movement by position level.
4. Estimate the probability of transitions from one state to another based on past trends. Demands a function of replacing those who make a transition.
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Analysis of present and future workload depends on the possibility of quantifying the work content in every area of an organizational.
Steps in workload analysis: Classification of work Forecasting the number of jobs Converting the projected jobs in man-hours Converting the man-hours into manpower
requirement
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Work-study TechniqueWork-study Technique
Work-study techniques can be used when it is possible to apply work measurement to calculate the length of operations and the amount of labor required.
The starting point in a manufacturing company is the production budget, prepared in terms of volumes of salable products for the company as a whole, or volumes of output for individual departments.
The budgets of productive hours per unit of output are then multiplied by the planned volume of units to be produced to give the total number of planned hours for the period.
This is then divided by the number of actual working hours for an individual operator to show the number of operators required.
Allowance will have to be made for absenteeism and idle time.
Work-study techniques for direct workers can be combined with ratio-trend analysis to forecast for indirect workers, establishing the ratio between the two categories.
The same logic can be extended to any other category of employees.
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Forecasting Demand Forecasting Demand
Quantitative MethodsQuantitative MethodsQuantitative MethodsQuantitative Methods
Qualitative MethodsQualitative MethodsQualitative MethodsQualitative Methods
Forecasting DemandForecasting DemandForecasting DemandForecasting Demand
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Quantitative Methods of Forecasting HR Quantitative Methods of Forecasting HR DemandDemand
Moving average
Exponential smoothing
Trends projections
• Averages data about HR demand from recent periods and projects them into the future
• Forecasters can vary weights for HR demand assigned to different past time periods used to project future HR demand.
• Numbers of people hired or requested placed on one axis; time is placed on the other axis. A straight line is plotted from past to future to predict HR demand.
• Simplicity.
• Data easily available.
• May be used to take into account factors ignored by the moving average method (for example, cyclical patterns).
• Easily explained to managers.
• Easily prepared by HR planners.
• Simplicity.
• Data easily available.
• May be used to take into account factors ignored by the moving average method (for example, cyclical patterns).
• Easily explained to managers.
• Easily prepared by HR planners.
Method Description Advantages Disadvantages
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Quantitative Methods of Forecasting HR Quantitative Methods of Forecasting HR Demand (cont.)Demand (cont.)
Regression
Linear programming
Actuarial models
• Mathematical formula used to relate staffing to several variables (for example, output, product mix, per capita productivity).
• Assesses required staffing level that matches desired output levels, subject to certain constraints (for example, budget, cost).
• Relate turnover to such factors as age and seniority.
• Can include many variables.
• Efficient use of all available data.
• Assesses what should be in the future, not what probably will be.
• Reflect past.
• Mathematical complexity.
• Requires large sample sizes.
• Relies on past data.
• Managers are skeptical of highly sophisticated methodology.
• Numerous assumptions must be made.
• May not be accurate in individual cases.
Method Description Advantages Disadvantages
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Quantitative Methods of Forecasting HR Quantitative Methods of Forecasting HR Demand (cont.)Demand (cont.)
• Uses scenarios to test the effect of various personnel policies.
• Define “states” in the organization—such as strategy levels, performance ratings.
• Identify time period.
• Multiply number of people in each job category by the probability of movement between job/position categories. Model assumes that current job/position category is the chief determinant of movement.
• Useful for considering alternative HR programs.
• Help identify career patterns.
• Help perform turnover analysis.
• Adequate for considering alternative effects of various HR strategies.
• Accuracy varies.
• Require some mathematical sophistication.
• Accuracy varies.
• Not adequate for long-term forecasts.
• Requires mathematical sophistication.
Method Description Advantages Disadvantages
Simulations
Probability matrixes
First-order Markov model
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Quantitative Methods of Forecasting HR Quantitative Methods of Forecasting HR Demand (cont.)Demand (cont.)
• Same as first-order Markov model except that probability of movement is determined by (1) job/position category and (2) the individual’s length of stay in the job class.
• More inclusive than a first-order Markov mode.
• Not very useful for considering alternative effects of various HR strategies.
• Requires mathematical sophistication.
Method Description Advantages Disadvantages
Semi-Markov model
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Qualitative Methods of Forecasting HR Qualitative Methods of Forecasting HR Demand or SupplyDemand or Supply
• A group of experts exchanges several rounds of estimates of HR demand or supply, normally without meeting face to face. Feedback from other experts is used by each individual to “fine-tune” his or her independent estimate.
• A small group of experts meets face to face. After a procedure that involves open discussion and private assessments, the group reaches a judgment concerning future HR demand or supply.
• Can involve key decision makers in process.
• Can focus on what is expected or desired in future.
• Not bound to the past.
• Same as for Delphi technique.
• Group discussions can facilitate exchange of ideas and greater acceptance of results by participants.
• Highly subjective.
• Judgments may not efficiently use objective data.
• Same as for Delphi technique.
• Group pressure may lead to less accurate assessments that could be obtained through other means.
Method Description Advantages Disadvantages
Delphi technique
Nominal group technique