During the Human resource planning process, one main component is forecasting human resource needs. When forecasting human resource needs, the organization must determine the number of employees required, the skills they must have, and when they will be required. These needs are affected by personnel changes within the organization, by changes in organizational plans or structure, and by variations in the organization's demand for human resources or in the supply of job candidates both inside and outside the organization. In the case, Levi's has implemented cross-country movement of managers and professionals would help to expand the company's global perspectives. In addition, international jobs are posted throughout Levi which helps employees to develop their abilities in the directions they desire.
Even if an organization's strategy and staffing levels remain static, managers must still anticipate the human resource demand caused when employees take new positions within the organization. Levi has provided extensive investment training which focusing on the key dimensions of the aspiration statement of the company. By spending extensive time on values, diversity and ethics, understanding people from different backgrounds and lifestyles, it would help to find qualified job candidates within the organization and help forecasting the need for hiring from outside the organization. The needs of filling the vacancy created by the departure of an employee can be forecast with a replacement chart, which is an organization chart showing each key management position, who occupies it, when a vacancy may occur, and the names of potential replacements.
Changes in organizational goals and strategies create new positions and change old ones. For example, automation reduces the need for some skills and increases the need for others. Changes such as downsizing, flattening organizational structures, diversifying, or decentralizing reduce demand for some jobs and may increase demand for others.
Organizations must also determine the number of jobs required to meet organizational goals (demand) and the number of people who will be available to fill those jobs (supply). For forecasting the demand, organizations must anticipate demands posed by strategic organizational plans in relation to labor supply trends affected by population, technology, and competition.
A basic tool of human resource planning is job analysis, a systematic process of collecting information about jobs, including the purpose of each job, its duties, its place in the organizational hierarchy, its working conditions and environment, and employee requirements. Job analysis is often undertaken to check compliance with civil rights hiring requirements, but it is also useful in other human resource areas, such as job design.
Job analysis can also be helpful because it sorts information into job specifications and job descriptions. Job specifications list the knowledge, skills and abilities need by an employee to successfully perform each job. Job descriptions list duties, working conditions, hierarchical relationships, equipment, and...