{"id":37004,"date":"2025-09-30T16:05:50","date_gmt":"2025-09-30T16:05:50","guid":{"rendered":"https:\/\/certifeka-edu.com\/programs\/strategic-hr-management-expert-track-2\/lessons\/lesson-2-aggregate-planning-2\/"},"modified":"2025-09-30T16:05:50","modified_gmt":"2025-09-30T16:05:50","slug":"lesson-2-aggregate-planning-2","status":"publish","type":"lesson","link":"https:\/\/certifeka-edu.com\/ar\/programs\/strategic-hr-management-expert-track\/lessons\/lesson-2-aggregate-planning-2\/","title":{"rendered":"Lesson 2: Aggregate planning"},"content":{"rendered":"<p><img loading=\"lazy\" decoding=\"async\" width=\"96\" height=\"114\" src=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png\" alt=\"\" srcset=\"https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1.png 96w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-10x12.png 10w, https:\/\/certifeka-edu.com\/wp-content\/uploads\/2025\/04\/logos-png-01-296x57-1-42x50.png 42w\" sizes=\"auto, (max-width: 96px) 100vw, 96px\" \/>\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/p>\n<h2>Lesson 2 : SHRM Planning<br \/>\n<\/h2>\n<h3>Aggregate planning<br \/>\n<\/h3>\n<details id=\"e-n-accordion-item-1880\" open>\n<summary data-accordion-index=\"1\" tabindex=\"0\" aria-expanded=\"true\" aria-controls=\"e-n-accordion-item-1880\" >\n\t\t\t\t\t The first step,<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">is forecasting the demand for employees which needs to consider its strategic plan and any kinds and rates of growth or retrenchment that may be planned.<\/h5>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">The single greatest indicator of the demand for employees is demand for the organisation&#8217;s product or service.<\/h5>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">It is imperative when forecasting the demand for employees to clarify and write down any assumptions that might affect utilisation of employees (new technology that might be developed or acquired, competitive for retention of existing employers, changes in the production of a product or provision of a service, new quality or customer service initiative, or redesign of work systems).<\/h5>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">This may be done through unit forecasting (sometimes called bottom-up planning), top-down planning, or some combination of both.<\/h5>\n<p>\u00a0<br \/>\n\t\t\t\t\t<\/details>\n<details id=\"e-n-accordion-item-1881\" >\n<summary data-accordion-index=\"2\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1881\" >\n\t\t\t\t\t In the second step,<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5>in-unit forecasting, each individual unit, department, or branch of the organisation estimates its future needs for employees.<\/h5>\n<h5>These estimates are then presented to subsequent layers of management, who combine and sum the totals and present them to senior management for approval. However, without accountability and control measures for costs and productivity.<\/h5>\n<\/details>\n<details id=\"e-n-accordion-item-1882\" >\n<summary data-accordion-index=\"3\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1882\" >\n\t\t\t\t\t In the third step,<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5>the organisation then must plan for an adequate supply of employees to meet this demand.<\/h5>\n<h5>This process involved estimating the actual number of employees and determining the skills that these employees must have and whether their backgrounds, training, and career plans will provide a sufficient fit for the organisation&#8217;s future plans.<\/h5>\n<h5>This can be done by using a skills inventory and Markov Analysis.<\/h5>\n<\/details>\n<details id=\"e-n-accordion-item-1883\" >\n<summary data-accordion-index=\"4\" tabindex=\"-1\" aria-expanded=\"false\" aria-controls=\"e-n-accordion-item-1883\" >\n\t\t\t\t\t In this fourth step,<br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h384c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t<svg aria-hidden=\"true\" viewbox=\"0 0 448 512\" xmlns=\"http:\/\/www.w3.org\/2000\/svg\"><path d=\"M416 208H272V64c0-17.67-14.33-32-32-32h-32c-17.67 0-32 14.33-32 32v144H32c-17.67 0-32 14.33-32 32v32c0 17.67 14.33 32 32 32h144v144c0 17.67 14.33 32 32 32h32c17.67 0 32-14.33 32-32V304h144c17.67 0 32-14.33 32-32v-32c0-17.67-14.33-32-32-32z\"><\/path><\/svg><br \/>\n\t\t\t\t\t\t<\/summary>\n<h5>after reliable estimates have been made for both supply and demand of employees, programs can be implemented to address any anticipated surplus or shortage of employees in a particular job category.<\/h5>\n<h5>Here, the HR Manager should consider whether the shortage is expected to be temporary or indefinite.<\/h5>\n<\/details>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">is forecasting the demand for employees which needs to consider its strategic plan and any kinds and rates of growth or retrenchment that may be planned.<\/h5>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">The single greatest indicator of the demand for employees is demand for the organisation&#8217;s product or service.<\/h5>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">It is imperative when forecasting the demand for employees to clarify and write down any assumptions that might affect utilisation of employees (new technology that might be developed or acquired, competitive for retention of existing employers, changes in the production of a product or provision of a service, new quality or customer service initiative, or redesign of work systems).<\/h5>\n<h5 tabindex=\"0\" data-element-id=\"ebookHeading4\" data-node-type=\"text\" data-magic=\"col-description\">This may be done through unit forecasting (sometimes called bottom-up planning), top-down planning, or some combination of both.<\/h5>\n<p>\u00a0<\/p>\n<h5>in-unit forecasting, each individual unit, department, or branch of the organisation estimates its future needs for employees.<\/h5>\n<h5>These estimates are then presented to subsequent layers of management, who combine and sum the totals and present them to senior management for approval. However, without accountability and control measures for costs and productivity.<\/h5>\n<h5>the organisation then must plan for an adequate supply of employees to meet this demand.<\/h5>\n<h5>This process involved estimating the actual number of employees and determining the skills that these employees must have and whether their backgrounds, training, and career plans will provide a sufficient fit for the organisation&#8217;s future plans.<\/h5>\n<h5>This can be done by using a skills inventory and Markov Analysis.<\/h5>\n<h5>after reliable estimates have been made for both supply and demand of employees, programs can be implemented to address any anticipated surplus or shortage of employees in a particular job category.<\/h5>\n<h5>Here, the HR Manager should consider whether the shortage is expected to be temporary or indefinite.<\/h5>","protected":false},"comment_status":"open","ping_status":"closed","template":"","class_list":["post-37004","lesson","type-lesson","status-publish","hentry"],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.5 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Lesson 2: Aggregate planning - Certifeka-edu<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/certifeka-edu.com\/ar\/programs\/strategic-hr-management-expert-track\/lessons\/lesson-2-aggregate-planning-2\/\" \/>\n<meta property=\"og:locale\" content=\"ar_AR\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Lesson 2: Aggregate planning - Certifeka-edu\" \/>\n<meta property=\"og:description\" content=\"Lesson 2 : SHRM Planning Aggregate planning The first step, is forecasting the demand for employees which needs to consider its strategic plan and any kinds and rates of growth or retrenchment that may be planned. 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