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well in this short video we're going to talk about the planning function that's involved in human resource management a and planning as we all know refers to generally figuring out ultimately where we're trying to go where we're trying to end up and developing a course of action for ultimately how to get there and and so planning for human resources looks uh very specific uh maybe different than some of the other planning functions involved in management uh when human resource planning we're referring specifically to employees and how do we plan and anticipate the needs of the organization but also fulfill those particular needs when they arise and so there's a number of different stages or steps that we utilize in human resource planning the first thing that we're going to do is we're going to engage in and complete what's called a job analysis before we can figure out ultimately who we need to hire uh we have to figure out what do we hiring for and that's really what a job analysis entails we're actually trying to get detailed information about the jobs in our organization we're trying to figure out ultimately you know what are the the requirements of the jobs what are the the tasks the duties the responsibilities you know what kind of knowledge do applicants need to have to fulfill the responsibilities of the job and do the job very effectively and so unless we do this then we have no ability to really identify a qualified applicant in the workplace because we have no idea what we're trying to compare them to and so the job analysis would be that first piece here uh typically things that are produced from a job analysis and I kind of alluded to these and mentioned them before first thing is we're going to produce a job description and if you've applied for any type of open or vacant position before you've probably seen a job description uh job descriptions outline what we refer to as the tasks duties as well as responsibilities of a particular job we refer those as tdrs uh so the tasks ultimately what are you going to be doing your duties and your responsibilities so this serves a couple of different benefits uh the first thing from an employer side you know if I outline the tasks duties and responsibilities right what the person is going to be doing during the course of their work I now can determine what type of knowledge they need what type of skills they need as well as the abilities needed to perform the job effectively now from the applicant side say you're applying for a position right the job description is very helpful for you because it determines or at least shows you what you're going to be doing on a regular basis and so this can help formulate or you can formulate an opinion as to whether or not you feel like the job is going to be a good fit for you because we all know things that we like and don't like and we're probably going to try and stay away from those positions that incorporate tasks duties and responsibilities that we don't necessarily like uh so that's the benefit there and from an organizational side you obviously want applicants applying for the job that feel like they're going to be a good fit because the worst thing that can happen is to go through the entire you know recruiting the the selection process select somebody for the position and then all of a sudden they don't like the job for whatever reason and so a job description can help try and alleviate that to a certain degree of course although you can't eliminate entirely the next thing that you'll find that's produced by a job analysis is what we call a job specification and a job specification produces a couple different things similar to a job description uh it produces what we call knowledge skills and I'll write over here abilities uh commonly referred to as ksas in human resource circles and so knowledge skills abilities what we're trying to outline here are what are the the knowledge the skills and the abilities that a qualified applicant should possess to perform this job effectively uh and so this is good for a number of different reasons obviously from an interviewer standpoint if if you're a screening type person where you're looking at resumés you know exactly how to filter out certain applicants if they don't have the required knowledge the required skills and the required required abilities that's an important thing but what this also does is it signals to the workforce what are the knowledge skills and abilities that you're looking for and what you're trying to do from an organizational side is to weed out the people that don't meet the minimum qualifications now you're truly never going to do this entirely because because you always have people that think well maybe I can kind of just kind of squeak through and no one will notice right and those people are always going to apply but for the most part if you establish hey such and such position requires a master's degree five years of experience yada yada yada you know you're very detailed if someone sees that and they don't have those particular items then they're probably less inclined to apply because they don't really want to waste their time and obviously you don't want them to waste your time as well so that's the first part right there those are the things that we do in terms of getting together and determining the the job analysis piece the next thing that we're going to do is we need to actually do a little bit of forecasting and specifically we are going to forecast the labor Supply as well as demand and so what we're trying to do here is we're trying to anticipate the needs for our Workforce right so Supply obviously the available workers that are you know in your particular area and so we're going to look in a couple different ways you know you can look internally right that's one opportunity uh you can also look externally so you can look outside the organization uh generally organizations try and fill positions internally uh first there a certain fit right you kind of know the employees so you have a little bit more background about them you know they fit into the organizational culture already at least they should uh so there are some benefits it also serves as a motivating mechanism because if employees know that you promote heavily from within they're more inclined to try and apply for positions within your organization because they know that you promote more heavily from within rather than going for the outside and trying to find applicants so that can be beneficial but the problem there in lies if you don't have internal applicants that have the required or needed knowledge skills and abilities then obviously you have to look outside the organization there's no way that you can continue to try and attract employees internally if they don't have the required skill sets and so you may have to look outside the organization now there are a couple of tools that you can use to try and uh forecast labor supply and demand or at least try anticipate what Supply is going to be like um you can use what we call skill inventories and a I'll write this down over here a skill inventory is essentially a profile uh for each of the employees within the organization and what that profile in shows is it shows training that each employees had it shows you know what type of educational background previous work experience positions that they've held uh maybe aspirations right future jobs they've identified that they're interested in uh really anything that's needed for you to make an assessment if the candidate actually could be a good fit and these are really helpful um it's basically the equivalent of like a Facebook page but it's internal to the organization and they they have many benefits but from an organization side I can do a quick search and maybe search for a certain skill or search for a certain educational background and very quickly I can see if anyone meets that criteria and then I can contact them maybe encourage them to apply and that could be a little EAS iier because I know they have the desired skill set and so those are very very beneficial the thing that employers use what we refer to as replacement charts and a replacement chart uh is a a particular secession planning tool and so we're trying to plan for replacing certain employees and really what you do is you identify key positions in the organization right positions that are identified as what we ref refer to as a positions right they're crucial for the success of the organization and then what we do is we try and identify potential candidates to fulfill those roles eventually you know and we identify well maybe this candidate could be a good fit for this position eventually but what are the the skills they need what how can we shape them and and train them now so that ultimately when this person does retire we have someone that we can immediately plug in and then can actually perform the job effectively now we've obviously anticipated the supply of labor right internally and externally um usually you try and go internally first because it's a little more minimal in terms of cost than obviously uh hiring recruiters or you know advertising for certain positions and things uh but as far as demand goes you know how we anticipate demand as we look at past Trends right looking at past sales uh we take a look if there's any additional variables with seasonality uh and we look at economic conditions like the uh consumer confidence we look at consumer spending GDP right those are things that we're going to look at to try and assess what demand is like now once we've done that then we're going to go on to the last particular stage of the human resource planning process and thatly along with demand and so what we need to do here is now that we forecasted what demand is like and we know what our labor Supply is we have to make sure that they're consistent with one another and so this can involve a couple different scenarios first situation is we're involved in a in a particular situation to which we have too much labor right we we forecast the demand we determined that based upon economic conditions and a few other variables that we know that spending is lower and so we don't have a need for so many employees and so we have to change the the labor the amount of Labor that we have that's on our payroll and we have to make it consistent with demand so this a lot of times can involve things like layoffs right removing employees we saw a lot of that happen as a result of the the recession that began in 2008 that many employees unfortunately lost their positions because a lot of organizations believe that the labor Supply was excessive based upon their anticipated demand and so they resorted to things like layoffs uh you can also resort to you know providing incentives for like early retirement you know instead of having to lay off employees maybe contacting current employees that are already close in age to that retirement time and giving them incentives to retire and then obviously not filling those positions right kind of having a uh a freeze on that particular uh position right like attrition with a hiring free is very very common because you're not necessarily reducing morale by eliminating employees and then the survivors deal with the psychological effects if wondering if they're next that can be very detrimental to productivity now the other situation and obviously more ideal is you identify that you don't have enough labor and you need more employees because you anticipate more demand uh in that case we're going to get to the point to where we have to actually hire we have to fill those roles and fortunately because we've done the job analysis we figured out what the job description is we've identified the job specification we will be in a better position to actually recruit qualified applicants uh so check back later on I'm going to record an additional video that'll deal with specifically the recruitment process and then also with selection