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i n v en t o ry : ? ? n u m b ers ? ? s k i l l s ? ? q u al i f i cat i o n s ? ? o ccu p at i o n ? ? p erf o rm an ce ? ? ex p eri en ce ? ? care er g o al s V ari an ces N i l N o act i o n I f s urp l us St o p recru i t i n g Red u ce cas u al an d p art t i m e em p l o y m en t St art earl y ret i rem en t s St art ret i rem en t s St art ret ren ch i n g Red u ce w o rk i n g h o u rs I f s ho rta g e I n crea s e o v ert i m e I n crea s e cas u al an d p art t i m e em p l o y m en t Po s t p o n e ret i rem en t s St art recru i t i n g A cce l erat e t rai n i n g an d d ev el o p m en t U s e o u t s o u rci n g Econometric Modelling ? Econometric modelling and multiple predictive techniques involve building plex puter models to simulate future events based on probabilities and multiple assumptions. THE QUALITATIVE APPROACH ? The qualitative approach to HR planning uses expert opinion (usually a line manager) to predict the future (for example, the marketing manager will be asked to estimate the future personnel requirements for the marketing department). The focus is on evaluations of employee performance and capacity for promotion as well as management and career development Delphi Technique ? A refinement on this basic approach is the Delphi technique: a panel of experts such as key line managers make independent anonymous predictions in answer to questions relating to HR planning. ? The responses are analysed by the HR department and the confidential results are fed back to the experts along with another series of questions. ? The managers revise their original estimates in light of this new information. This process is repeated until a consensus forecast is obtained. FORECASTING HUMAN RESOURCE AVAILABILITY ? Once the HR manager has estimated the HR needs of the anisation, the next challenge is to fill the