Transcript Diapositiva 1 - fabionoia.it

HUMAN RESOURCE
How do HR plan
resource needs and
sourcing?
Edited by Fabio Emanuele Noia, Link Campus University of Malta, 2006
Chapter 6
Human Resource Planning
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
http://www.palgrave.com/business/brattonandgold/
HR Planning
____________
The process of
systematically
forecasting the future
demand and supply for
employees and the
deployment of their
skills within the
strategic objectives of
the organisation.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Manpower planning
____________
Linear process
dealing with numbers (heads):
1. evaluation of existing
resources
2. Estimation of proportion likely
to be within the firm by the
forecast date
3. Assessment of labor
requirements needed to meet
objectives
4. Measures to ensure necessary
resources are avilable when
required
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Manpower planning
____________
Demand work – analysing,
reviewing, and attempting to predict
the numbers, by kind, of manpower
needed to achieve objectives.
Supply work – attempting to predict
what action was and would be
necessary to ensure that the
manpower needed is available when
required
Designing the interaction between
demand and supply so that skills
are utilized to the best possible
advantage and the legitimate
aspirations of the individual are
taken into accont
Smith (1980)
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Manpower planning
____________
Organizational strategy ad targets

Organization practice and methods

Manpower review and analysis
Internal
External


Forecast
Demand
Supply


Adjust to Balance
Recruit
Retrain
Reduce
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Manpower measurement
Toolbox
____________
Turnover
Retention
Stability
Absenteeism
_________________
Computerized Personnel
Information Systems (CPISs)
www.acas.org.uk/publications/pub_
ab__absenceturnover.html
www.softwaresource.co.uk
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Manpower planning
____________
Diagnostic approach include
monitoring and analysis in
the attempt to understand
causes and plan accordingly.
_________________
The most probable real-life
situation is one of continuous
imbalance between demand
and supply, as a result of the
dynamic conditions facing
any organization, the
behavior of people and the
imperfections of manpower
models.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Reasons for High Staff
Turnover
____________
Job not matching new
employees expectations
Lack of attention from line
managers and a lack of training
Lack of autonomy,
responsibility, challenge, and
variety within the work
Disappointment with the
promotion and development
opportunities
Standards of management,
including unapproachable,
uncaring and distant behavior
and a failure to consult
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
How to deal with worker
shortage
____________
Do nothing
Identify new and substitute
supply
Improve use and
performance of existing
workers
Human Resource Planning
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
HR Planning
________________
HRP seeks to make the
links between strategy,
structure and people
more explicit.
Training, reward,
quality and
commitment to work
together in high
peformance settings
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
HR accounting (HRA)
Process of identifying,
quantifying, accounting and
forecasting the value of human
resources in order to facilitate
effective HRM.
“people on the balance sheet –
as assets”
“People have a value that is
greater than their cost”
Difficult to capture, knowledge is
an intangible asset (intellectual
capital)
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
HR accounting (HRA)
Intellectual capital in an
organization is composed
of structural capital (HW,
SW, brands and
relationship with
customers and suppliers)
and human capital
(knowledge and skills as
well as employees values
and culture).
Difference between book
value and market value.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
e-HR
Human Resource Information Systems
1.
Transaction
processing/reporting/tracking
applications covering operational
activities (payroll, recordkeeping,
and performance monitoring)
2.
Expert systems to improve
decision making based on an
analysis of decisions concerning
such issues as sources of new
recruits, salaries and training
needs
3.
Decision support systems to
improve decision making through
the use of scenario modelling in
areas where there are no clear
answers (team formation and
management development
programmes).
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Flexibility
Labor market
segmentation (Loveridge,
1983)
High span of discretion and
longterm stable earnings
Flexible
but
specific
skills
Primary
internal
market
Primary
external
market
Secondary
internal
market
market
Speciali
sed but
Secondary general
skils
external
Low span of discretion and
unstable earnings
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Flexibility
Functional (through operations)
Numerical (adjust to fluctuation)
Distancing strategies
(outsource)
Financial (pay and reward
structure)
Core workers
Vs
Peripheral workers
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Teleworking
Multi-site
Tele-homeworking
Freelancing (go portfolio)
Mobile (on the road)
Relocated back-functions (call
centers)
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Career management and
developmet
Career = movement to
predefined stages
But also personal growth and
development through
employees’ interaction with their
work environment.
Developing potential (Hirsch,
1990) – posts can be considered
as ephemeral and be designed
around people.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Career management and
developmet
Adamson (1998) suggest:
An end to the long-term view of
employer-employee relationship
An end to hierarchical
movement as being career
progression
An end to logical, ordered and
sequential career
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Career management and
developmet
Segmented patterns of development
with a rhetoric of career development
for everyone but with different
patterns:
Senior managers and high potential
staff – careers managed by
organization, with succession
planning to fill senior positions
Highly skilled workers – attempt to
attract and keep key workers by
offering career development paths
The wider workforce – more limited
development opportunities often
caused by and resulting in uncertainty
over career paths, expectation taht
they will look for themselves.
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Career management and
developmet
Ball (1997) development of career
management skills will benefit
both organizations and
individuals:
1.
Optimize the situation
2.
3.
4.
Career planning
Engaging in personal
development
Balance between work and non
work
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003
Assignment
___________
Visit
www.dfee.gov.uk/datas
phere/
www.statistics.gov.UK/
statbase/Product.a
sp?vlnk=550&More
=N
Freely Inspired from Bratton J., Gold J., Human Resource Management,
Theory and Practice, Palgrave, 2003