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Demand Forecasting: Presented By:-Ruchika Dangi

The document discusses human resource planning and demand forecasting. It describes how demand forecasting involves predicting future staffing needs based on organizational objectives and strategies. Several methods for demand and supply forecasting are outlined, including work study techniques, statistical techniques, Delphi technique, computer analysis, and managerial judgment. The document also discusses how aligning HR strategies is important to support organizational goals and produce the employee competencies needed to achieve strategic aims.

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Mohit Gupta
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71 views

Demand Forecasting: Presented By:-Ruchika Dangi

The document discusses human resource planning and demand forecasting. It describes how demand forecasting involves predicting future staffing needs based on organizational objectives and strategies. Several methods for demand and supply forecasting are outlined, including work study techniques, statistical techniques, Delphi technique, computer analysis, and managerial judgment. The document also discusses how aligning HR strategies is important to support organizational goals and produce the employee competencies needed to achieve strategic aims.

Uploaded by

Mohit Gupta
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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DEMAND

FORECASTING

Presented by:-
Ruchika Dangi
HUMAN RESOURCES
PLANNING
• The development of strategies to match the
supply of workers to the availability of jobs at
organizational, regional, or national level.
• Human resource planning involves reviewing
current manpower resources, forecasting
future requirements and availability, and
taking steps to ensure that the supply of
people and skills meets demand.
DEMAND FORECASTING
• Demand forecasting involves predicting the
number and types of people the organization
will need at some future point of time.
• Forecasting a company’s future demand in
human resources is a necessary procedure in
light of organizational objectives and
strategies.
METHODS
• Work Study Technique
• Statistical Techniques
• Delphi Technique
• Computer Analysis
• Managerial Judgment
WORK STUDY TECHNIQUE
• It is technique used when it is possible to
apply work measurement to know how long
operations should take and the amount of
labor required.
• It calculated in two types:-
 Work-load Analysis
 Work-force Analysis
STATISTICAL TECHNIQUES
• It is the method of using new mathematical
techniques for forecasting future demand.
• The main statistical tools are:-
1. Ratios Analysis
2. Trend analysis
DELPHI TECHNIQUE
• Delphi technique is used to predict future
situations by integrating the independent
opinions of experts.
• A major goal of the Delphi technique is to
avoid direct confrontation of experts, since
some individuals may be unduly influenced by
others because of status differences, resulting
in compromise of good ideas.
COMPUTER ANALYSIS
• Computer analysis means determination of
future staff needs by projecting sales, volume
of production, and personnel required to
maintain the volume of output, using software
packages.
MANAGERIAL JUDGMENT
• It is the most common method. In this method
the managers simply sit down, think about
their future work load and how many people
they need and according to which future
demand is forecasted.
SUPPLY
FORECASTING

Presented by:-
Shreya Sharma
FORECASTING H.R . SUPPLY

• In the age of competition, companies do


not have any other choices than to
compete better than their competitors.
Human Resource Management has critical
role to play in the organization.

• The main task of HR is to support other


departments to have the best people
• Once human resource needs have been
forecasted, then availability of the human
resource must be identified.

• Forecasting the availability considers both


external and internal supplies.
EXTERNAL SUPPLY

Extensive use of government estimations of labour force


population, trends in the industry and many more
complex and interrelated factors must be considered.
Such information is often available from state or regional
economic development offices including these items:

• Individuals entering and leaving the workforce


• Individuals graduating from schools and college
• Changing workforce composition and
patterns
• Technological developments and shifts
• Actions of competing employers
• Government regulations and pressures
INTERNAL SUPPLY

• Promotion
• Lateral moves
• Demotions
• Training and development programs
SUCCESSION PLANNING
• The process of identifying long-range
needs and cultivating a supply of internal
talent to meet those future needs.

• The succession planning policy of


promoting from within can help your
organization when faced with issues such
as the death, resignation or retirement of a
key employee.
• Effective succession planning provides for
an immediate replacement if such
circumstances ever arise. Valuable
employees are less likely to leave the
organization, if they know they have an
opportunity to advance
ALIGNING HUMAN
RESOURCE STRATEGY

PRESENTED BY:
SHACHINDRA
STRATEGY

• The company’s long term plan for how it


will balance its internal strengths and
weakness with its external opportunities
and threats to maintain a competitive
advantage
Strategic management

• The process of identifying and executing


the organization’s mission by matching its
capabilities with the demand of its
environment
The S.M. process
• 1.Define the current business and mission.
• 2.Performance external and internal audits.
• 3.Formulate new business and mission statement.
• 4.Translate the mission into strategic goals.
• 5.Formulate strategies to achieve the strategic goals.
• 6.Implement the strategies.
• 7.Evaluate performance.
Strategic HRM

• Formulating and executing HR


systems,HR policies and activities, that
produce the employee competencies and
behaviors the company needs to achieve
its strategic aims.
SHRM challenges
• 1.The need to support corporate productivity
and performance improvement efforts.
• 2.Employees play an expanded role in
employer’s performance improvement efforts.
• 3.Employers see that their human resource
units must be more involved in designing-not
just executing-the company’s strategic plan.
How to Align HR strategy
• -Formulate business strategy
• (what are the strategic goals of the business?)
• -Identify workforce requirements
• (what employee competencies and behaviors must HR deliver to
enable the business to reach its goals?)
• -formulate HR strategic policies and activities
(which HR Strategies and practices will produce these employee
competencies and behaviors?)
continue …
• -Develop detailed HR scorecard measures
• How can HR measures whether it is executing well for the business,
in terms of producing the required workforce ccompetencies and
behaviors?)
THANK YOU

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