Human Resource Planning

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Human Resource Planning In this section this is a short explanation on how the organisation uses and interprets internal and external labour market information to plan its human resources. Each year Southgate College prepares a development plan, this is built up from all areas of the colleges operations and then forecasts for the coming years – (curriculum support services) and this includes human resources planning. The college can then plot where it is and where there will be changes to staffing needs. The staffing profile group considers requests for new posts/staff. The indicators that Southgate College has for likely demand for courses and staff are the applications for courses, inquiries for courses and staff and the last years course numbers and also the enrolment. They also use the labour turnover results to see the rate of which workers leave. This is very crude and simplistic, it takes no account of why people leave but it will give the human resources an indication of how many staff they will need for the following year. It tells you what percentage of the workers left in a year. The Bowey’s stability index looks at actual length of service and calculates a stability percentage. The Bowey’s stability index shows the length of service in months over a 2 year period of all staff added together. E.g. there are 50 staff could have worked for 2 years -In hours: 1200 -1 staff member left within 2 years - Remaining staff: 49 But we know that firms do not recruit in mass the 49 staff different lengths of service. The stability index is the number of staff employed with 1 year’s service on a certain date over the number of staff employed exactly 1 year before. This is a more useful indicator. It gives a good idea of how long employees stay at Southgate College. If employees are not staying very long in certain departments this can be identified and investigated. Labour market information The college gets its information about external, local and rational

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