Transcript Document

Chapter 6
Human Resource Planning
McGraw-Hill/Irwin
Copyright © 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.
HR Planning Process
Overall
Strategic Business Plan
Human Resources
Plan
HR Planning
Activities
3-2
Overview: Human
Resource Planning
1.
2.
3.
4.
5.
Initial Decisions
Forecasting HR Requirements
Forecasting HR Availabilities
Reconciliation and Gaps
Action Planning
3-3
The Basic Elements
of Human Resource Planning
3-4
The Basic Elements
of Human Resource Planning
3-5
HRP: Initial Decisions
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Strategic planning
Comprehensiveness
 Linkages with larger organizational mission
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Planning time frame
 Job categories and levels
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What jobs will be covered by a plan?
Head count (current workforce)
 Roles and responsibilities
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3-6
HRP: Forecasting HR Requirements
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Quantitative techniques
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Correlation and regression analysis
Correlation – measures relationship between
two or more variables
 Regression analysis – measures the value of
one variable in terms of the other variable
 Disadvantage – based on the assumption that
the future will resemble the past
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Simulation – computerized model that
represents the key features/variables
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Useful for “what if” questions
3-7
HRP: Forecasting HR Requirements
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Subjective techniques
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Qualitative information supplied by managers and
supervisors
Managerial Estimates - “bottom-up” approach
Delphi Technique – panel of experts comes to a
consensus
Zero Base Forecasting – current staffing level is
used as starting point for estimating future
requirements

Filling vacant positions or creating new positions or jobs
must be justified – vacancies are not automatically filled
3-8
HRP: Forecasting HR Availabilities

Internal Sources
Skills inventories
 Management inventories
 Ongoing training and development
 Replacement planning
 Succession planning
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3-9
HRP: Forecasting HR Availabilities

External Sources
Need to consider environmental factors that
influence the potential availability of
employees at a specific time
 Ongoing process in order to meet
availability needs
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3-10
Examples of External
Influences on Staffing
3-11
Labor Markets: Demand for Labor

Employment patterns
Demand for labor is a derived demand
 Job growth projections
 Employment growth projections
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KSAOs sought
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KSAO requirements
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Education levels
Survey of skill deficiencies
 Critically required skills
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3-12
Labor Markets: Supply of Labor
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Trends in supply of labor
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Labor force trends relevant to staffing
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Growth
KSAOs
Demographics
Other trends ???
KSAOs available
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Educational attainment
Literacy
Related to technology
3-13
Labor Markets: Other Issues

Labor shortages and surpluses
“Tight” labor markets
 “Loose” labor markets
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3-14
Human Resource Planning

Reconciliation and
Gaps
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Coming to grips
with projected gaps
Likely reasons for
gaps
Assessing future
implications
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Action Planning
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Set objectives
Generate
alternative activities
Assess alternative
activities
Choose alternative
activities
3-15
Staffing Planning Process
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Staffing objectives – derived from gaps
between requirements/availabilities
Quantitative objectives (based on numbers)
 Qualitative objectives (based on KSAOs)
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Generate alternative staffing activities to
deal with
employee shortages
 employee surpluses
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3-16
Staffing Alternatives to Deal With Employee
Shortages
3-17
Staffing Alternatives to Deal With Employee
Surpluses
3-18
Staffing Planning: Flexible
Workforce
Advantages
 Disadvantages
 Two categories
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Temporary employees
 Independent contractors
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3-19
Staffing Planning: Outsourcing
and Offshoring
Advantages
 Disadvantages
 Special issues
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Employer concerns regarding working
conditions
 Loss of control over quality
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3-20