Chap003 - ernitaniusbiz
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Transcript Chap003 - ernitaniusbiz
Part 2
Support Activities
Chapter 3:
Planning
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
Staffing Organizations Model
Organization
Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Planning
Job analysis
Recruitment: External, internal
Selection:
External, internal
Employment:
Decision making & final match
Staffing System and Retention Management
3-2
Chapter Outline
External Influences
Economic Conditions
Labor Markets
Technology
Labor Unions
Human Resource Planning
Process and Example
Initial Decisions
Forecasting HR
Requirements
Forecasting HR
Availabilities
Reconciliation and Gaps
Action Planning
Staffing Planning
Staffing Planning Process
Core Workforce
Flexible Workforce
Outsourcing
3-3
Discussion Questions for This Chapter
What are ways that the organization can ensure that KSAO
deficiencies do not occur in its workforce?
What are the types of experiences, especially staffing-related
ones, that an organization will be likely to have if it does not
engage in HR and staffing planning?
Why are decisions about job categories and levels so critical to
the conduct and results of HRP?
What are the advantages and disadvantages of doing succession
planning for all levels of management, instead of just top
management?
What is meant by reconciliation, and why can it be useful as an
input to staffing planning?
What criteria would you suggest using for assessing the staffing
alternatives shown in Exhibit 3.14?
3-4
Ex. 3.1: Examples of External
Influences on Staffing
3-5
Labor Markets: Demand for Labor
Employment patterns
Demand for labor is a derived demand
Job growth projections
Employment growth projections
KSAOs sought
KSAO requirements
Education levels
Survey of skill deficiencies
Critically required skills
3-6
Labor Markets: Supply of Labor
Trends in supply of labor
Quantity of labor - Exh. 3.2: Labor Force Statistics
Labor force trends relevant to staffing
Growth
KSAOs
Demographics
Other trends ???
KSAOs available
Educational attainment
Literacy
Motivation
3-7
Labor Markets: Other Issues
Labor shortages and surpluses
“Tight” labor markets
“Loose” labor markets
Employment arrangements
Full-time vs. part-time
Regular or shift work
Alternative employment arrangements
Exh. 3.4: Usage of Alternative Employment
Arrangements and Contingent Workers
3-8
Technology
Reduces demands for some jobs
Replacement for labor
Makes products or services obsolete
Increases demands for others
Change in market composition
New product development
Changes in required skills
3-9
Labor Unions
Trends in union membership
Percentage of labor force unionized
Private sector unionization rate
Public sector unionization rate
Contract clauses affecting staffing
Impacts on staffing
“Spillover effects” – management copy pay,
benefit and staffing practices in unionized
settings
3-10
Labor Unions: Contract
Clauses Affecting Staffing
Management rights
Jobs and job structure
External staffing
Internal staffing
Job posting
Lines of movement
Seniority
Grievance procedure
Guarantees against discrimination
3-11
Discussion Questions
What are ways that the organization can
ensure that KSAO deficiencies do not occur in
its workforce?
What are the types of experiences, especially
staffing-related ones, that an organization will
be likely to have if it does not engage in HR
and staffing planning?
Why are decisions about job categories and
levels so critical to the conduct and results of
HRP?
3-12
Overview: Human
Resource Planning
Process and Example
Initial Decisions
Forecasting HR Requirements
Forecasting HR Availabilities
Reconciliation and Gaps
Action Planning
3-13
Ex. 3.5: The Basic Elements
of Human Resource Planning
3-14
Ex. 3.6: The Basic Elements
of Human Resource Planning
3-15
HRP: Initial Decisions
Strategic planning
Comprehensiveness
Linkages with larger organizational mission
Planning time frame
Job categories and levels
What jobs will be covered by a plan?
Head count (current workforce)- normal
work/full time definition (ex. 48)
Roles and responsibilities, HR propose,
decision made by line manager
3-16
HRP: Forecasting HR Requirements
Statistical techniques – integrated
workforce planning software
Exh. 3.7: Examples of Statistical
Techniques to Forecast HR Requirements
Ratio analysis
Judgmental techniques- use human
decision-making models
“Top-down” approach
“Bottom-up” approach – planning from lower
level manager
3-17
HRP: Forecasting HR Availabilities
Approach
Determine head count data for current
workforce and their availability in each job
category/level – manager judgment ex. Exh.
3.8
Statistical techniques
Markov analysis
Limitations of Markov analysis
3-18
HRP: Forecasting HR Availabilities (cont.)
Approach
Managerial judgment exh. 3.6 & 3.8
Either - promotion -upward change job level
within ex. A1 to A2 or between job categories,
ex. A1 to B2, transfer or demotion
To be reliable manager must be very
knowledge about O buss plans & E buss
plans/preferences
3-19
HRP: Forecasting HR Availabilities (cont.)
Markov analysis
base on the historical patterns of job stability &
movement among employees
Detail – pg. 105
Limitation – size – big at least 20 or more; does
not detect multiple move by employee; job
categories must be broad; cause of movement
– assume each of employee have an equal
probability of movement
3-20
Ex. 3.9 Use of Markov Analysis to
Forecast Availabilities
3-21
HRP: Forecasting HR Availabilities
(continued)
Replacement and Succession Planning –
focus on the identification of individual E –
who will be promoted – focus quality and
quantity, normally in management level
Replacement planning
Exh. 3.10: Replacement Chart Example
Succession planning
Exh. 3.11: Succession Plan Example
Data from HRIS
3-22
Human Resource Planning –
enhance its occurrence
Reconciliation and
Gaps exh. 3.9
Coming to grips
with projected gaps
Likely reasons for
gaps
Assessing future
implications
Action Planning
Set objectives
Generate
alternative activities
Assess alternative
activities
Choose alternative
activities
3-23
Ex. 3.12: Operational Format for
Human Resource Planning
3-24
Discussion Questions
What are the advantages and
disadvantages of doing succession
planning for all levels of management,
instead of just top management?
What is meant by reconciliation, and why
can it be useful as an input to staffing
planning?
3-25
Staffing Planning Process
Staffing objectives – base on gaps
requirement & availabilities
Quantitative objectives – head count or FTE
form for each job
Qualitative objectives
Generate alternative staffing activities
Staffing alternatives to deal with employee
shortages and surpluses
3-26
Ex. 3.14 Staffing Alternatives to Deal With
Employee Shortages
3-27
Ex. 3.14 Staffing Alternatives to Deal With
Employee Surpluses
3-28
Discussion Questions
What criteria would you suggest using
for assessing the staffing alternatives
shown in Exhibit 3.14?
3-29
Exhibit 3.15 Internal Versus External Staffing
3-30
Staffing Planning: Flexible
Workforce
Advantages – pg. 121
Disadvantages
Two categories
Temporary employees
Staffing firms
Exh. 3.16: Factors to Consider When Choosing a
Staffing Firm
Independent contractors – contract for
service
3-31
Staffing Planning: Outsourcing drastic
Advantages
Disadvantages
Special issues
Employer concerns regarding working
conditions
Loss of control over quality
Offshoring
3-32