hrm spring semester 2014 - lecture 3 (hr planning)
TRANSCRIPT
Human Resource Management
HR Planning & RecruitmentSpring Semester 2014
1. Introduction to the recruitment & selection process
2. Explain the main techniques used in employment planning and forecasting.
3. Explain and give examples for the need for effective recruiting.
4. Name and describe the main internal sources of candidates.
5. List and discuss the main outside sources of candidates.
LEARNING OUTCOMES
BUT First… A word about Assessment # 1
You are required to attend one “webinar” on any HRM related topic
Listen to the webinar, participate (if its live) and summarize your learning according to the following criteria:
WHAT SO WHAT NOW WHAT
Write concisely and professionally. Maximum 600 words. Should cover all the major aspects of the webinar
Attach the link to the webinar attended. Also attach any additional information provided by webinar hosts (slides, white papers, etc) if any.
Submission date: Last class, Week 5
Some resources could be…http://webcasts.astd.org/eventshttp://hbr.org/multimedia/webinarshttp://www.bizlibrary.com/news-an
d-events/webinars.aspx
http://www.sumtotalsystems.com/https://www.worldatwork.org/confe
rence/html/webinar.jsphttp://www.i4cp.com/company/eve
ntsPlus many more options available
through web search
From Workforce/Human Resource Planning to Developing Staff
Workforce or Human Resource Planning (HRP) HRP is the process through which organisational goals
are translated into HR goals concerning staffing levels and allocation.
Involves forecasting HR needs for an organisation and planning the necessary steps to meet these needs.
From these HR goals an integrated set of policies and
programs are developed.
Is directly linked to strategic business planning.
Ensures the organisation will fulfil its future business plans in terms of financial objectives, output goals, technologies and resource requirements.
Human Resource Planning (HRP)Six steps of effective HRP
◦ environmental scanning—identify and anticipate sources of threats and opportunities, scanning the external environment (competitors, regulation) and internal environment ( strategy, technology, culture)
◦ labor analysis—project how business needs will affect HR needs, using qualitative methods (e.g., Delphi, nominal) and quantitative methods (trend analysis, simple and multiple linear regression analysis)
◦ supply analysis—project resource availability from internal and external sources
◦ gap analysis—reconcile the forecast of labor supply and demand
◦ action programming—implement the recommended solution from the gap analysis
◦ evaluation—monitor the effects of the HRP by defining and measuring critical criteria (e.g., turnover costs, break-even costs of new hires)
Linking Employer’s Strategy to Plans
Planning and ForecastingEmployment or Personnel Planning
◦ The process of deciding what positions the firm will have to fill, and how to fill them.
Succession Planning◦ The process of deciding how to fill the
company’s most important executive jobs.
What to Forecast?◦ Overall personnel needs◦ The supply of inside candidates◦ The supply of outside candidates
Human Resource Planning (HRP)
HRP asks the following questions:
What are the strategic drivers impacting on the business over the next 5-10 years?
What are the requirements to meet the Business Plan? What work needs to be done to achieve these
outcomes? What organisational structure would best meet this
need? What are the high level capabilities required to
successfully do the work?
Human Resource Planning (HRM)
HRP asks the following questions:
How can these capabilities be acquired and/or developed in the workforce in the short, medium and long term?
How can these requirements be best met with current financial resources?
What are the capabilities of the current workforce? Are they near retirement or going on leave?
What are the consequences of not engaging in workforce planning to meet future strategic directions?
Human Resource Planning
Forecasting Personnel Needs
Copyright © 2011 Pearson Education
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Trend analysis Ratio analysis
Forecasting Tools
Scatter plotting
Stages of Human Resource PlanningStage 1 Analysis
Stage 1 - Involves the analysis of environmental factors, organisational direction, internal workforce and external workforce.
Copyright © 2011 Pearson Education
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A Simplistic Example
Note: After fitting the line, you can project how many employees are needed, given your projected volume.
Hospital Size(Number of Beds)
Number of Registered
Nurses
200 240
300 260
400 470
500 500
600 620
700 660
800 820
900 860
Stage 2 Forecasting Stage 2 - Forecasting is the method used to determine the
supply and demand of human resources to predict areas within the organisation where there will be future labour shortages or surpluses.
Forecasting involves statistical and/or judgmental methods. Supply forecasts are used to predict worker flows and
availabilities. Methods used include:
succession or replacement charts
skills inventories labour market analysis Markov or transition
matrices – these describe the probabilities of moving from one state to another in a dynamic system
Methods used include: Personnel Ratios managerial estimates sales predictions simulations/modelling projected turnover
Copyright © 2011 Pearson Education
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FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
Stages of Human Resource Planning Stage 3 Goal setting and Strategic Planning
The purpose of setting goals is to focus attention on any problems and address these.
Goals should include specifics about what should happen with a job category or skill area and the timetable for when goals should be achieved.
HR Planning doesn’t only staff.. But also looks to Reducing a Labour Surplus
Options for reducing a labour surplus include: Downsizing Pay reductions Demotions Transfers Work sharing Retirement Natural attrition Retraining