G-1 and 2

• The process by which members of the HR department identify current and future hiring or training needs. To make sure that a business has the right type of talent spread throughout its departments.

  Human resource planning
• It acknowledges the importance of fostering positive relationships between employers and employees, recognising that employee empowerment and satisfaction contribute to business success.

  SOFT HRP
• is a visual description of a company’s staff structure that designates roles and reporting relationships

  Organizational Chart
• is a diagram of potential candidates and their readiness to step into certain roles upon employee departures.

  Replacement Chart
• looks at the availability and preparedness of current employees to move into either lateral or higher-level roles. It allows you to identify which employees have the ability to take on new positions as the needs of the company change. It also helps you uncover any skills deficiencies.

  Skill inventory
• involves determining the number of people needed and the level of talent required. 

  Demand Forcasting
• estimates future internal (promotion, transfers, position expansion) and external sources and their ability to meet your needs. 

  Supply Forecasting
• is a way to brainstorm situations that may affect the direction of your organization and labor requirements in the future. Consider technological advancements, economic changes, new government regulations, etc., and consider how you can be flexible and which precautionary measures to take.

  Scenario Planning
• allows you to compare current employee quantity and skill levels with what will be needed to meet the organization’s goals

  Gap analysis
• You can use a ____analysis to compile your findings and see which elements need the most focus.

  SWOT (strengths, weaknesses, opportunities, threats)
•  to evaluate their current workforce and predict its alignment with future needs.

  hr planning
• two approaches of Hrp

  hard and soft
• a quantitative approach is taken. The focus is on workforce capabilities and resource planning.

  hard hrp
• prioritizing the qualitative side of the process. It’s all about company culture, employee satisfaction, and fine-tuning those essential soft skills. 

  soft hrm
•  is a method used by businesses to compare current performance levels with the expected or preferred performance of employees and HR offerings. 

  gap analysis
• what are the tools for human resources planning

  survey, hr dashboards, performance management system, human resource management system, compensation and benefits analysis software
• is the process of predicting how a company's staffing needs change with time so that it can remain prepared to operate successfully. decide to hire more people, reduce their staffing or adjust how they divide responsibilities.

  hr forecasrting
• What are the strategies for effective HR forecasting?

  Delphi method, Trend Analysis, Ratio Analysis, Supply Forecasting
• sources the opinion of multiple experts to analyze a problem. It uses an intermediary to facilitate idea-sharing without personal biases or unproductive debate. An effective strategy for balancing competing perspectives on staffing needs.

  Delphi Method
• uses historical data about the company's previous staffing to predict its future needs. It compares your number of employees at different points in time against metrics important to the business model.

  Trend Analysis
• functions similarly to trend analysis because it establishes a connection between key metrics and total staffing. It prioritizes identifying the exact ratio that enables a business to operate well and then applies it to the future.

  Ratio Analysis
• refers to the strategy where businesses analyze their internal and external access to qualified candidates. Internally, companies assess their teams to determine who they could promote or laterally transition into open role. Externally, HR departments study the present labor market and relevant laws to determine how these factors would affect hiring.

  Supply forecasting
• This method has aspects of the ratio-trend analysis as it is based on the ratio between sales volume and workforce size, but is more statistical. A company would draw a diagram showing the relationship between sales and the workforce, then determine a regression line that cuts through the center points on the diagram. With this regression line, a company can see how many employees are needed for each volume of sales.

  regression method
• This technique is used to determine the correlation between the length of operations and the amount of labor needed to complete them. 

  Work study techniques
• is the process of estimating future events or trends based on historical data and statistical methods. It involves analyzing patterns and trends in past data to make informed guesses about future outcomes.

  forecasting
• involves making an educated guess or projection about a specific outcome without relying on historical data or statistical methods.

  prediction
• It collects and analyzes the numbers of staff in different positions and departments in the past, from that, it predicts the likelihood of the future number of employees that organization will require.

  systematic technique
• Focuses on the monetary resources which are usually called the “staff cost” that the organization has a center to predict the supply and demand of labor. 

  managing from cost
• compile information about employee’s education level, company-sponsored training and courses attended, and their interest in career development.

  personal inventory
• This method aids in the planning of future workforce needs by examining both the supply and demand for manpower.

  social demand method
• This method connects the need for manpower of various industries to their output levels that will helps predict overall manpower needs.

  manpower requirement approach
• This approach measures the net increase in income after obtaining education. It examines the potential lifetime income increase that an individual may experience as a result of their education.

  return rate approach
• A graphical representation that uses Cartesian coordinates to display relationships between two variables related to workforce metrics. It helps visualize patterns or correlations between these variables, such as employee turnover rates and training expenses, to identify potential trends or areas for improvement.

  Scatter plot
• A set of statistical methods used for the estimation of relationships between a dependent variable and one or more independent variables. It can be utilized to assess the strength of the relationship between variables and for modeling the future relationship between them

  regression analysis
• Defined as a structured method for group brainstorming that encourages contributions from everyone and facilitates quick agreement on the relative importance of issues, problems, or solutions. Team members begin by writing down their ideas, then selecting which idea they feel is best.

  nominal group method
• are typically used to keep track of potential internal candidates for the firm's most critical position


  replacement chart
• is the process of identifying and developing new

  leaders who can replace old leaders when they leave.

  succession planning
•  It asks the managers in charge of various departments to come out with their own assessment of manpower requirements for their respective departments given that the organization has adopted a certain business plan. The technique relies on a manager’s intuitive understanding of strategic goals and the job requirements of the company.

  executive assessment
• Number of team members that can be managed effectively and efficiently by a supervisor or manager in an organization

  control method
• a dynamic forecasting model with higher accuracy in human resource forecasting predict the probability of employees transitioning between different job positions.

  markov method