การวางแผนทรัพยากรมนุษย์เป็นกระบวนกา

การวางแผนทรัพยากรมนุษย์เป็นกระบวนการจัดการโดยผ่านเป้าหมายขององค์กร โดยการกำหนดว่าองค์กรควรจะย้ายตำแหน่งกำลังคนปัจจุบันไปยังตำแหน่งกำลังคนที่องค์กรต้องการ ผ่านการวางแผน เพื่อให้ได้จำนวนคนที่เหมาะสมกับงาน เพื่อทั้งองค์กรและแต่ละบุคคลได้รับประโยชน์สูงสุดในระยะยาว
เฟสแรกเกี่ยวข้องกับการรวบรวมและวิเคราะห์ข้อมูลผ่านคงกำลังคนและการคาดการณ์ การประกอบด้วยการกำหนดนโยบายและวัตถุประสงค์ของกำลังคน และได้รับการอนุมัติผู้บริหารระดับสูงเหล่านี้ ระยะที่สามเกี่ยวข้องกับการออกแบบ และการปฏิบัติตามแผนการส่งเสริมการขายให้องค์กรเพื่อให้บรรลุวัตถุประสงค์ของกำลังคน ระยะที่สี่ในการบริโภคกับการควบคุมและประเมินผลกำลังคนแผนส่งโปรแกรมเพื่อความก้าวหน้าเพื่อประโยชน์ขององค์กรและบุคคล ดูยาวหมายความ ว่า อาจจะเสียสละกำไรในระยะสั้นสำหรับเด็กในอนาคต กระบวนการวางแผนช่วยให้การระบุกำลังคนมันต้องมีอะไรและศักยภาพกำลังคนปัญหาต้องปัจจุบันดำเนินการ นี้นำไปได้อย่างมีประสิทธิภาพ และประสิทธิภาพ

the process through which organisational goals are translated into HR goals concerning staffing levels and allocation.

HAT IS HUMAN RESOURCES PLANNING?
Human Resources planning is a process by which management determine how the organization should move from its current manpower position to its desired manpower position. Through planning, management strives to have the right number and the right kinds of people, at the right place, at the right time, doing things, which result in both organization and the individual receiving maximum long-run benefits. It is four-phased process. The first phase involves the gathering and analysis of data through manpower inventories and forecasts, the second phase consist of establishing manpower objectives and policies and gaining top management approval of these. The third phase involves designing and implementing plans promotions to enable the organization to achieve its manpower objectives. The fourth phase in consumed with control and evaluation of manpower plans sent programs to facilitate progress to benefits both the organization and the individual. The long run view means that gains may be sacrificed in the short run for the future grounds. The planning process enables the organization to identify what its manpower needs is and what potential manpower problems required current action. This leads too more effectively and efficient performance.

OBJECTIVES OF THE HUMAN RESOURCES PLANNING
1. To ensure optimum use of human resources current employees.

2. To assess or forecast future skill requirement.

3. To provide control measures to ensure that necessary resources are available as when required.


WORKFORCE PLANNING WHEN DOWNSIZING
Workforce planning is a crucial element of ensuring business success, especially in large organisations.
Unfortunately, it can be a forgotten task during a time of downsizing, yet this can be when it is most
important. This paper explores the benefits of workforce planning, and how it can ensure that downsizing
strategies are strategically aligned to business goals and outcomes.
Downsizing Overview
Downsizing rarely achieves its intended level of cost savings. In fact, the National Human Resources Association reports that reducing employees by 7.7 percent reduces labor costs by just 1.1 percent because of compensatory measures the company must take to get the word one. For example, downsizing often leads to more overtime pay for remaining employees. Secondary consequences that leave their marks on employees and the organization's culture can further offset cost savings. Downsizing reduces costs most effectively when it serves as one of an arsenal of tactics in an overall cost-reducing strategy.

Downsize Decision
Human resource managers should weigh in on several factors that influence downsizing decisions. First, identify the specific problems downsizing is expected to solve, then assess the resources that can be devoted to it right now. Also consider how downsizing will affect the company in the longer term. For example, the manager must determine if and how strong performers with unique skills be replaced when things improve, and what risks are involved in losing those individuals.


Human resource managers should weigh in on several factors that influence downsizing decisions. First, identify the specific problems downsizing is expected to solve, then assess the resources that can be devoted to it right now. Also consider how downsizing will affect the company in the longer term. For example, the manager must determine if and how strong performers with unique skills be replaced when things improve, and what risks are involved in losing those individuals.


Exploring Alternatives
HR departments are not immune to the effects of downsizing. HR managers who implement their own workforce reductions also reduce their ability to maintain high levels of productivity in traditional HR roles, such as hiring and compensation, and any role in guiding corporate strategy. Thinning department resources may prompt HR management to outsource traditional administrative functions is it shifts to making strategy its core competency.

Planning to Downsize
HR is heavily involved in the strategic planning process of a downsizing. First, it must analyze units and functions to determine which are critical and which employees are critical to their implementation. HR also works with managers to establish and document the criteria they'll use to decide whom to terminate, preferably according to a funnel approach that considers critical skills before job performance. Wayne F. Cascio writes in "If You Must Downsize, Do It Right," that no class of employee can be disproportionately affected. He recommends subjecting all documents and recommendations to attorney review. The process must be a just one at every level.

Managing the Process
Although initial downsizing announcements should come from the top, and HR may need to insist that it does, it's up to HR to keep employees in the loop. HR must explain the reasons and the anticipated effects of the restructuring, and keep them up to date on progress. When the time comes to terminate, HR should insist the employees' immediate supervisors deliver the news in person. Terminated employees should have time to tie up loose ends, say goodbye to coworkers, and participate in company-sponsored career coaching or job training.

After the Downsizing
Downsizing often causes poor morale, high levels of stress and even guilt among employees who retained their jobs. HR should implement measures to instill confidence the company and its employees will ultimately benefit from the changes. HR should also maintain contact with terminated employees it would like to rehire at a later date as employees or as consultants.

Results (English) 1:

Human resource planning is the process of managing your organization's goals. By that organization should be moved to its current manpower manpower organization over a plan to give the number of people who fit the job to the whole organization and individuals get the most in the long run. The first phase involves collecting and analyzing information through fixed manpower and forecast. Contains the policies and objectives of the manpower and senior executives of these. The third stage involves designing and implementing plans for the campaign, the Organization, in order to achieve the objective of a manpower. The fourth phase in the intake to the control and evaluation of manpower plans submitted the program to progress to the benefit of the organizations and individuals. View the length means that may sacrifice short-term gains for children in the future. The planning process helps to identify the manpower it needs to have and what the potential problem is people want the current operation. This led to more effectively and efficiency.the process through which organisational goals are translated into HR goals concerning staffing levels and allocation.HAT IS HUMAN RESOURCES PLANNING?Human Resources planning is a process by which management determine how the organization should move from its current manpower position to its desired manpower position. Through planning, management strives to have the right number and the right kinds of people, at the right place, at the right time, doing things, which result in both organization and the individual receiving maximum long-run benefits. It is four-phased process. The first phase involves the gathering and analysis of data through manpower inventories and forecasts, the second phase consist of establishing manpower objectives and policies and gaining top management approval of these. The third phase involves designing and implementing plans promotions to enable the organization to achieve its manpower objectives. The fourth phase in consumed with control and evaluation of manpower plans sent programs to facilitate progress to benefits both the organization and the individual. The long run view means that gains may be sacrificed in the short run for the future grounds. The planning process enables the organization to identify what its manpower needs is and what potential manpower problems required current action. This leads too more effectively and efficient performance.OBJECTIVES OF THE HUMAN RESOURCES PLANNING1. To ensure optimum use of human resources current employees.2. To assess or forecast future skill requirement.3. To provide control measures to ensure that necessary resources are available as when required.WORKFORCE PLANNING WHEN DOWNSIZINGWorkforce planning is a crucial element of ensuring business success, especially in large organisations.Unfortunately, it can be a forgotten task during a time of downsizing, yet this can be when it is mostimportant. This paper explores the benefits of workforce planning, and how it can ensure that downsizingstrategies are strategically aligned to business goals and outcomes. Downsizing OverviewDownsizing rarely achieves its intended level of cost savings. In fact, the National Human Resources Association reports that reducing employees by 7.7 percent reduces labor costs by just 1.1 percent because of compensatory measures the company must take to get the word one. For example, downsizing often leads to more overtime pay for remaining employees. Secondary consequences that leave their marks on employees and the organization's culture can further offset cost savings. Downsizing reduces costs most effectively when it serves as one of an arsenal of tactics in an overall cost-reducing strategy.Downsize DecisionHuman resource managers should weigh in on several factors that influence downsizing decisions. First, identify the specific problems downsizing is expected to solve, then assess the resources that can be devoted to it right now. Also consider how downsizing will affect the company in the longer term. For example, the manager must determine if and how strong performers with unique skills be replaced when things improve, and what risks are involved in losing those individuals.Human resource managers should weigh in on several factors that influence downsizing decisions. First, identify the specific problems downsizing is expected to solve, then assess the resources that can be devoted to it right now. Also consider how downsizing will affect the company in the longer term. For example, the manager must determine if and how strong performers with unique skills be replaced when things improve, and what risks are involved in losing those individuals.Exploring AlternativesHR departments are not immune to the effects of downsizing. HR managers who implement their own workforce reductions also reduce their ability to maintain high levels of productivity in traditional HR roles, such as hiring and compensation, and any role in guiding corporate strategy. Thinning department resources may prompt HR management to outsource traditional administrative functions is it shifts to making strategy its core competency.Planning to DownsizeHR is heavily involved in the strategic planning process of a downsizing. First, it must analyze units and functions to determine which are critical and which employees are critical to their implementation. HR also works with managers to establish and document the criteria they'll use to decide whom to terminate, preferably according to a funnel approach that considers critical skills before job performance. Wayne F. Cascio writes in "If You Must Downsize, Do It Right," that no class of employee can be disproportionately affected. He recommends subjecting all documents and recommendations to attorney review. The process must be a just one at every level.Managing the ProcessAlthough initial downsizing announcements should come from the top, and HR may need to insist that it does, it's up to HR to keep employees in the loop. HR must explain the reasons and the anticipated effects of the restructuring, and keep them up to date on progress. When the time comes to terminate, HR should insist the employees' immediate supervisors deliver the news in person. Terminated employees should have time to tie up loose ends, say goodbye to coworkers, and participate in company-sponsored career coaching or job training.After the DownsizingDownsizing often causes poor morale, high levels of stress and even guilt among employees who retained their jobs. HR should implement measures to instill confidence the company and its employees will ultimately benefit from the changes. HR should also maintain contact with terminated employees it would like to rehire at a later date as employees or as consultants.

Results (English) 2:

Human resource planning process is managed through the organization's goals. By requiring that organizations should move the current manpower to the manpower needs of the organization. Through planning To get the right person for the job. For both corporate and individual long-term benefit in
the first phase involves gathering and analyzing data and forecasts through a constant manpower. To include the policies and objectives of manpower. And approved these executives. The third phase involves the design. And compliance promotion plan for the organization to achieve the objectives of manpower. Phase four of the consumption of the control and evaluation of manpower programs to advance a plan for the benefit of organizations and individuals. Long may mean sacrificing profits in the short term for children in the future. The planning process helps to identify the manpower it needs to be and what are the potential problems to the current operation. This leads effectively. And performing the Process Through which organizational goals are translated Into HR goals Concerning STAFFING levels and Allocation. HAT IS HUMAN RESOURCES PLANNING? Human Resources planning is a Process by which Management Determine How the Organization should Move from its current manpower position to its desired manpower position. . Through planning, management strives to have the right number and the right kinds of people, at the right place, at the right time, doing things, which result in both organization and the individual receiving maximum long-run benefits. It is four-. phased process. The first phase involves the gathering and analysis of data through manpower inventories and forecasts, the second phase consist of establishing manpower objectives and policies and gaining top management approval of these. The third phase involves designing and implementing plans promotions to enable the organization. to achieve its manpower objectives. The fourth phase in consumed with control and evaluation of manpower plans sent programs to facilitate progress to benefits both the organization and the individual. The long run view means that gains may be sacrificed in the short run for the future grounds. . The planning Process enables the Organization to its manpower Needs Identify what is required and what potential manpower Problems current Action. This more effectively and efficient Performance Leads Too. OBJECTIVES OF THE HUMAN RESOURCES PLANNING 1. To ensure Optimum use of Human Resources current employees. 2. To Assess Future Skill requirement or forecast. 3. To provide Control measures to ensure that when necessary Resources are available as required. WORKFORCE PLANNING WHEN downsizing Workforce planning is a CRUCIAL element of ensuring business Success, especially in Large Organisations. Unfortunately, it. Can be a forgotten Task during a time of downsizing, yet this Can be when it is Most important. This Paper explores the Benefits of WorkForce planning, and How it Can ensure that downsizing Strategies are strategically Aligned to business goals and outcomes. Downsizing Overview Downsizing. rarely achieves its intended level of cost savings. In fact, the National Human Resources Association reports that reducing employees by 7.7 percent reduces labor costs by just 1.1 percent because of compensatory measures the company must take to get the word one. For example, downsizing often. leads to more overtime pay for remaining employees. Secondary consequences that leave their marks on employees and the organization's culture can further offset cost savings. Downsizing reduces costs most effectively when it serves as one of an arsenal of tactics in an overall cost-reducing strategy. downsize Decision Human Resource Managers should weigh in on several factors that influence downsizing decisions. First, Identify the specific Problems downsizing is expected to Solve, then Assess the Resources that Can be Devoted to it Right now. Also consider How downsizing Will affect the Company in. the Longer term. For example, the Manager must Determine if and How strong Performers with Unique Skills be replaced when Things improve, and what risks are involved in Losing those individuals. Human Resource Managers should weigh in on several factors that influence downsizing decisions. First. , identify the specific problems downsizing is expected to solve, then assess the resources that can be devoted to it right now. Also consider how downsizing will affect the company in the longer term. For example, the manager must determine if and how strong performers with. Unique Skills be replaced when Things improve, and what risks are involved in Losing those individuals. Exploring Alternatives HR departments are not immune to the effects of downsizing. HR Managers Who IMPLEMENT their own WorkForce reductions also Reduce their ability to maintain High levels of Productivity in. traditional HR roles, such as hiring and Compensation, and any role in guiding Corporate Strategy. Thinning Department Resources May prompt HR Management to outsource traditional administrative functions is it shifts to Making Strategy its core competency. Planning to Downsize HR is heavily involved in the strategic. planning process of a downsizing. First, it must analyze units and functions to determine which are critical and which employees are critical to their implementation. HR also works with managers to establish and document the criteria they'll use to decide whom to terminate, preferably. according to a funnel approach that considers critical skills before job performance. Wayne F. Cascio writes in "If You Must Downsize, Do It Right," that no class of employee can be disproportionately affected. He recommends subjecting all documents and recommendations to attorney review. . The Process must be a just one at every level. Managing the Process Although Initial downsizing announcements should Come from the top, and HR May Need to insist that it does, it's up to HR to Keep employees in the loop. HR must Explain the. reasons and the anticipated effects of the restructuring, and keep them up to date on progress. When the time comes to terminate, HR should insist the employees' immediate supervisors deliver the news in person. Terminated employees should have time to tie up loose ends,. Say Goodbye to coworkers, and participate in Company-Sponsored Career coaching or job Training. After the Downsizing Downsizing often causes poor Morale, High levels of stress and even Guilt among employees Who retained their jobs. HR should IMPLEMENT measures to Instill confidence the Company and. its employees will ultimately benefit from the changes. HR should also maintain contact with terminated employees it would like to rehire at a later date as employees or as consultants.

Results (English) 3:

Human resource planning is the process of management through the goals of the organization. By determining that enterprise should move the current position to the enterprise manpower manpower needs. Through planning.For both organizations and individuals to benefit the long-term
.The first phase involves gathering and analyzing data through's manpower and forecast. Consist of policy formulation and the purpose of manpower. And approved these executivesCompliance and plans to promote enterprise to achieve the objective of manpower. Fourth term in consumption with the control and evaluation of manpower transfer program to progress to the benefit of the enterprise and individuals.That may sacrifice profit in short for children in the future. The planning process allows to enter the manpower, it must have some potential problems and manpower to present the. This was effectively and the efficiency!
the process through which organisational goals are translated into HR goals concerning staffing levels and allocation.

HAT. IS HUMAN RESOURCES PLANNING?
Human Resources planning is a process by which management determine how the organization should. Move from its current manpower position to its desired manpower position, Through planning.Management strives to have the right number and the right kinds, of people at the right place at the right time doing,,, Things which result, in both organization and the individual receiving maximum long-run benefits. It is four-phased, process. The first phase involves the gathering and analysis of data through manpower inventories, and forecastsThe second phase consist of establishing manpower objectives and policies and gaining top management approval of, these. The third phase involves designing and implementing plans promotions to enable the organization to achieve its manpower. Objectives.The fourth phase in consumed with control and evaluation of manpower plans sent programs to facilitate progress to benefits. Both the organization and the individual. The long run view means that gains may be sacrificed in the short run for the. Future grounds.The planning process enables the organization to identify what its manpower needs is and what potential manpower problems. Required current action. This leads too more effectively and efficient performance.

OBJECTIVES OF THE HUMAN RESOURCES PLANNING
1.? To ensure optimum use of human resources current employees.

2. To assess or forecast future skill requirement.

3.To provide control measures to ensure that necessary resources are available as when required.


WORKFORCE PLANNING WHEN. DOWNSIZING
Workforce planning is a crucial element of ensuring, business success especially in large organisations.
Unfortunately,, It can be a forgotten task during a time of downsizing yet this, can be when it is most
important.This paper explores the benefits of workforce planning and how, it can ensure that downsizing
strategies are strategically. Aligned to business goals and outcomes.

Downsizing Overview Downsizing rarely achieves its intended level of cost, savings. In fact the National, Human Resources Association reports that reducing employees by 7.7 percent reduces labor costs by. Just 1.1 percent because of compensatory measures the company must take to get the word one. For example downsizing often, leads. To more overtime pay for remaining employees. Secondary consequences that leave their marks on employees and the organization s. ' Culture can further offset cost savings.Downsizing reduces costs most effectively when it serves as one of an arsenal of tactics in an overall cost-reducing strategy.

Downsize. Decision
Human resource managers should weigh in on several factors that influence downsizing decisions. First identify,, The specific problems downsizing is expected, to solve then assess the resources that can be devoted to it right now.Also consider how downsizing will affect the company in the longer term. For example the manager, must determine if and. How strong performers with unique skills be replaced when things improve and what, risks are involved in losing those individuals.


Human. Resource managers should weigh in on several factors that influence downsizing, First decisions.Identify the specific problems downsizing is expected, to solve then assess the resources that can be devoted to it right. Now. Also consider how downsizing will affect the company in the longer term. For example the manager, must determine if. And how strong performers with unique skills be replaced when things improve and what, risks are involved in losing those. Individuals.


.Exploring Alternatives
HR departments are not immune to the effects of downsizing. HR managers who implement their own. Workforce reductions also reduce their ability to maintain high levels of productivity in traditional HR roles such as,, Hiring and compensation and any, role in guiding corporate strategy.Thinning department resources may prompt HR management to outsource traditional administrative functions is it shifts to. Making strategy its core competency.


Planning to Downsize HR is heavily involved in the strategic planning process of a. Downsizing. First it must, analyze units and functions to determine which are critical and which employees are critical. To their implementation.HR also works with managers to establish and document the criteria they 'll use to decide whom, to terminate preferably. According to a funnel approach that considers critical skills before job performance. Wayne F. Cascio writes in If You. " Must Downsize Do It, Right, "that no class of employee can be disproportionately affected.He recommends subjecting all documents and recommendations to attorney review. The process must be a just one at every. Level.

Managing the Process
Although initial downsizing announcements should come from, the top and HR may need to insist. That, it does it 's up to HR to keep employees in the loop. HR must explain the reasons and the anticipated effects of the. Restructuring.And keep them up to date on progress. When the time comes, to terminate HR should insist the employees immediate supervisors. ' Deliver the news in person. Terminated employees should have time to tie up loose ends say goodbye, to coworkers and participate,, In company-sponsored career coaching or job training.


After the Downsizing Downsizing often causes, poor moraleHigh levels of stress and even guilt among employees who retained their jobs. HR should implement measures to instill confidence. The company and its employees will ultimately benefit from the changes. HR should also maintain contact with terminated. Employees it would like to rehire at a later date as employees or as consultants.