Strategic Human Resources Management and Planning 41
and converted to job specifi cations that specify the minimum KSAOCs
necessary for effective performance. The skill requirements of positions
do change, so any changes that occur must be monitored and refl ected in
the job specifi cations.
It is not enough to monitor changes in positions; organizations must
also keep abreast of the skills that their employees possess. Human re-
sources planning uses data inventories to integrate the planning and
utilization functions of SHRM. Data inventories compile summary infor-
mation, such as the characteristics of employees, the distribution of em-
ployees by position, and employees ’ performance and career objectives.
Specifi c data that are typically catalogued are age, education, career path,
current work skills, work experience, aspirations, performance evaluations,
years with the organization, and jobs for which one is qualifi ed. Expected
vacancies due to retirement, promotion, transfer, sick leave, relocation,
or termination are also tracked. Using a computerized human resource
information system (HRIS) to compile these data makes the retrieval
of information readily available for forecasting workforce needs.
Information technology enables organizations to maintain and
retrieve information and records with greater accuracy and ease than
older methods. An HRIS provides current and accurate data for decision
making and broader applications, such as producing reports, forecast-
ing HR needs, strategic planning, career and promotion planning, and
evaluating HR policies and practices. Having accessible data enables HR
planning and managerial decision making to be based to a greater degree
on information rather than perceptions. Common applications of HRISs
include maintaining employee records, overseeing payroll and benefi ts
activities, handling absence and vacation records, and administering
recruitment and training programs, employee communications, and
affi rmative action tracking.
Many agencies use networks as part of their HRIS. Many agencies
allow employees to read current job openings and apply for positions
online. They also provide information on employee benefi ts, training
opportunities, and occupational safety and health information.
Developing an HRIS can be expensive; therefore, it is important that
department managers and users, HRM professionals, and technology
experts jointly develop it and plan for its implementation. Some factors that
should be considered when developing an HRIS are the anticipated initial
costs and annual maintenance costs, the ability to upgrade the system, the
availability of relevant software packages for users, compatibility with
current information technology systems in place, the availability of technical