core abilities
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CORE ABILITIESCORE ABILITIES
MODUL 01MODUL 01-- PERSONNELPERSONNELMANAGEMENTMANAGEMENT
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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
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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
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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.
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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
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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
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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.
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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%
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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.
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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.
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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.
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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.
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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.
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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.
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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
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SekianSekian terimaterima kasihkasih