hrm4a

7/18/2019 HRM4a

http://slidepdf.com/reader/full/hrm4a 1/26

1

Human ResourceHuman Resource

PlanningPlanning Human Resource (HR) PlanningHuman Resource (HR) Planning

The process of analyzing and identifying theThe process of analyzing and identifying the

need for and availability of human resources soneed for and availability of human resources so

that the organization can meet its objectives.that the organization can meet its objectives. HR Planning ResponsibilitiesHR Planning Responsibilities

Top HR executive and subordinates gatherTop HR executive and subordinates gather

information from other managers to use in theinformation from other managers to use in the

development of HR projections for topdevelopment of HR projections for topmanagement to use in strategic planning andmanagement to use in strategic planning and

setting organizational goalssetting organizational goals

7/18/2019 HRM4a


2

Typical Division of HRTypical Division of HR

Responsibilities Responsibilities

in HR Planningin HR Planning

7/18/2019 HRM4a


3

Human ResourceHuman Resource

Planning (cont’d)Planning (cont’d) mall !usiness and HR Planningmall !usiness and HR Planning

"ssues"ssues #ttracting and retaining $uali%ed #ttracting and retaining $uali%ed

outsidersoutsiders

&anagement succession bet'een&anagement succession bet'een

generations of o'nersgenerations of o'ners

volution of HR activities as businessvolution of HR activities as businessgro'sgro's

amily relationships and HR policiesamily relationships and HR policies

7/18/2019 HRM4a


4

Benefts o HR PlanningBenefts o HR Planning

!etter vie' of the HR dimensions of!etter vie' of the HR dimensions ofbusiness decisionsbusiness decisions

*o'er HR costs through better HR*o'er HR costs through better HR

management.management. &ore timely recruitment for anticipate HR&ore timely recruitment for anticipate HR

needsneeds

&ore inclusion of protected groups through&ore inclusion of protected groups throughplanned increases in 'or+force diversity.planned increases in 'or+force diversity.

!etter development of managerial talent!etter development of managerial talent

7/18/2019 HRM4a


HRP ProcessHRP Process

5

7/18/2019 HRM4a


6

HR Planning Process HR Planning Process

7/18/2019 HRM4a


7

HR Planning ProcessHR Planning Process

HR trategiesHR trategies The means used to anticipate and manage theThe means used to anticipate and manage the

supply of and demand for human resources.supply of and demand for human resources. Provide overall direction for the 'ay in 'hich HRProvide overall direction for the 'ay in 'hich HR

activities 'ill be developed and managed.activities 'ill be developed and managed.

OverallOverall

Strategic PlanStrategic Plan

Human ResourcesHuman Resources

Strategic PlanStrategic Plan

HR ActivitiesHR Activities

7/18/2019 HRM4a


8

Scanning the ExternalScanning the External

EnvironmentEnvironment nvironmental canningnvironmental canning

The process of studying the environmentThe process of studying the environment

of the organization to pinpointof the organization to pinpoint

opportunities and threats.opportunities and threats. nvironment ,hanges "mpacting HR nvironment ,hanges "mpacting HR

-overnmental regulations-overnmental regulations

conomic conditionsconomic conditions -eographic and competitive concerns-eographic and competitive concerns

or+force compositionor+force composition

7/18/2019 HRM4a


9

thethe

rgani!ationalrgani!ational

"or#orce "or#orce #uditing /obs and +ills #uditing /obs and +ills

hat jobs exist no'0hat jobs exist no'0

Ho' many individuals are performingHo' many individuals are performingeach job0each job0

Ho' essential is each job0Ho' essential is each job0

hat jobs 'ill be needed to implementhat jobs 'ill be needed to implement

future organizational strategies0future organizational strategies0

hat are the characteristics ofhat are the characteristics of

anticipated jobs0anticipated jobs0

7/18/2019 HRM4a


10

thethe

rgani!ationalrgani!ational

"or#orce "or#orce 1rganizational ,apabilities "nventory1rganizational ,apabilities "nventory

HR" databases2sources of informationHR" databases2sources of information

about employees3 +no'ledge4 s+ills4 andabout employees3 +no'ledge4 s+ills4 andabilities (5#s)abilities (5#s)

,omponents of an organizational,omponents of an organizational

capabilities inventorycapabilities inventory

or+force and individual demographicsor+force and individual demographics "ndividual employee career progression"ndividual employee career progression

"ndividual job performance data"ndividual job performance data

7/18/2019 HRM4a


11

$orecasting HR Su%%l&$orecasting HR Su%%l&

and 'emandand 'emand orecastingorecasting

The use of information from the past andThe use of information from the past and

present to identify expected future conditions.present to identify expected future conditions.

orecasting &ethodsorecasting &ethods /udgmental /udgmental

stimates2as+ing managers3 opinions4 top6do'n orstimates2as+ing managers3 opinions4 top6do'n or

bottom6upbottom6up

Rules of thumb2using general guidelinesRules of thumb2using general guidelines

7elphi techni$ue2as+ing a group of experts7elphi techni$ue2as+ing a group of experts 8ominal groups2reaching a group consensus in8ominal groups2reaching a group consensus in

open discussionopen discussion

7/18/2019 HRM4a


12


and 'emandand 'emand orecasting &ethods (cont3d)orecasting &ethods (cont3d)

&athematical&athematical tatistical regression analysis2tatistical regression analysis2

imulation modelsimulation models Productivity ratios2units produced per employeeProductivity ratios2units produced per employee

ta9ing ratios2estimates of indirect labor needsta9ing ratios2estimates of indirect labor needs

orecasting Periodsorecasting Periods hort6term2less than one yearhort6term2less than one year "ntermediate2up to %ve years"ntermediate2up to %ve years

*ong6range2more than %ve years*ong6range2more than %ve years

7/18/2019 HRM4a


13

Forecasting Forecasting

Methods Methods

7/18/2019 HRM4a


14


and 'emandand 'emand orecasting the 7emand for Human Resourcesorecasting the 7emand for Human Resources

1rganization6'ide estimate for total demand1rganization6'ide estimate for total demand

:nit brea+do'n for speci%c s+ill needs by number:nit brea+do'n for speci%c s+ill needs by number

and type of employeeand type of employee

7evelop decision rules (;%ll rates<) for positions to be %lled7evelop decision rules (;%ll rates<) for positions to be %lledinternally and externally.internally and externally.

7evelop additional decision rules for positions impacted by7evelop additional decision rules for positions impacted by

the chain e9ects of internal promotions and transfers.the chain e9ects of internal promotions and transfers.

orecasting the upply for Human Resourcesorecasting the upply for Human Resources xternal upplyxternal upply

"nternal upply"nternal upply

$ i HR S l$ ti HR S l

7/18/2019 HRM4a


15


and 'emandand 'emand

orecasting xternal HR upplyorecasting xternal HR upply actors a9ecting externalactors a9ecting external

8et migration for an area8et migration for an area

"ndividuals entering and leaving the 'or+force"ndividuals entering and leaving the 'or+force

"ndividuals graduating from schools and colleges"ndividuals graduating from schools and colleges

,hanging 'or+force composition and patterns,hanging 'or+force composition and patterns

conomic forecastsconomic forecasts

Technological developments and shiftsTechnological developments and shifts

#ctions of competing employers #ctions of competing employers

-overnment regulations and pressures-overnment regulations and pressures

1ther factors a9ecting the 'or+force1ther factors a9ecting the 'or+force

7/18/2019 HRM4a


16


and 'emandand 'emand orecasting "nternal HR upplyorecasting "nternal HR upply

9ects of promotions4 lateral moves4 and9ects of promotions4 lateral moves4 and

terminationsterminations

uccession analysisuccession analysis Replacement chartsReplacement charts

Transition matrix (&ar+ov matrix)Transition matrix (&ar+ov matrix)

i i l bE i i I l L b

7/18/2019 HRM4a


17

Estimating Internal Labor Estimating Internal Labor

Spply for a !iven "nitSpply for a !iven "nit

Figure 2–9

i H i H

7/18/2019 HRM4a


18

anaging Humananaging HumanResourceResource

Sur%lus or ShortageSur%lus or Shortage or+force Reductionsor+force Reductions

"denti%es employer re$uirements for layo9"denti%es employer re$uirements for layo9

advance notice.advance notice. =>6day notice to employees and the local community=>6day notice to employees and the local community

before a layo9 or facility closing involving more thanbefore a layo9 or facility closing involving more than

?> people.?> people.

7oes not cover part6time or seasonal 'or+ers.7oes not cover part6time or seasonal 'or+ers.

"mposes %nes for not follo'ing noti%cation"mposes %nes for not follo'ing noti%cationprocedure.procedure.

Has hardship clauses for unanticipated closures orHas hardship clauses for unanticipated closures or

lac+ of business continuance capabilities.lac+ of business continuance capabilities.

i H i H

7/18/2019 HRM4a


19


Sur%lus or ShortageSur%lus or Shortage or+force Realignmentor+force Realignment

;;7o'nsizing<4 ;Rightsizing<4 and7o'nsizing<4 ;Rightsizing<4 and

;Reduction in orce< (R") all mean;Reduction in orce< (R") all meanreducing the number of employees in anreducing the number of employees in an

organization.organization.

,auses,auses

conomic2'ea+ product demand4 loss ofconomic2'ea+ product demand4 loss ofmar+et share to competitorsmar+et share to competitors

tructural2technological change4 mergers andtructural2technological change4 mergers and

ac$uisitionsac$uisitions

i H i H

7/18/2019 HRM4a


20


Sur%lus or ShortageSur%lus or Shortage or+force Realignment (cont3d)or+force Realignment (cont3d)

Positive conse$uencesPositive conse$uences "ncrease competitiveness"ncrease competitiveness

"ncreased productivity"ncreased productivity

8egative conse$uences8egative conse$uences ,annibalization of HR resources,annibalization of HR resources

*oss of specialized s+ills and experience*oss of specialized s+ills and experience

*oss of gro'th and innovation s+ills*oss of gro'th and innovation s+ills

&anaging survivors&anaging survivors Provide explanations for actions and the futureProvide explanations for actions and the future

"nvolve survivors in transition@regrouping activities"nvolve survivors in transition@regrouping activities

i H i H

7/18/2019 HRM4a


21


Sur%lus or ShortageSur%lus or Shortage 7o'nsizing approaches7o'nsizing approaches

#ttrition and hiring freezes #ttrition and hiring freezes

8ot replacing departing employees and not hiring8ot replacing departing employees and not hiring

ne' employees@ne' employees@ arly retirement buyoutsarly retirement buyouts

19ering incentives that encourage senior employees19ering incentives that encourage senior employees

to leave the organization early.to leave the organization early.

*ayo9s*ayo9s

mployees are placed on unpaid leave until calledmployees are placed on unpaid leave until called

bac+ to 'or+ 'hen business conditions improve.bac+ to 'or+ 'hen business conditions improve.

mployees are selected for layo9 on the basis of theirmployees are selected for layo9 on the basis of their

seniority or performance or a combination of both.seniority or performance or a combination of both.

i H i H

7/18/2019 HRM4a


22


Sur%lus or ShortageSur%lus or Shortage 7o'nsizing approaches (cont3d)7o'nsizing approaches (cont3d)

1utplacement services provided to displaced1utplacement services provided to displaced

employees to give them support and assistanceAemployees to give them support and assistanceA Personal career counselingPersonal career counseling

Resume preparation and typing servicesResume preparation and typing services

"ntervie'ing 'or+shops"ntervie'ing 'or+shops

Referral assistanceReferral assistance

everance paymentseverance payments ,ontinuance of medical bene%ts,ontinuance of medical bene%ts

/ob retraining /ob retraining

7/18/2019 HRM4a


23

'ealing ith 'onsi!ing'ealing ith 'onsi!ing

"nvestigate alternatives to do'nsizing"nvestigate alternatives to do'nsizing

"nvolve those people necessary for"nvolve those people necessary for

success in the planning for do'nsizingsuccess in the planning for do'nsizing

7evelop comprehensive communications7evelop comprehensive communications

plansplans

8urture the survivors8urture the survivors

1utplacement pays o9 1utplacement pays o9

7/18/2019 HRM4a


24

Assessing HR Assessing HR

E*ectivenessE*ectiveness 7iagnostic &easures of HR 9ectiveness7iagnostic &easures of HR 9ectiveness

HR expense per employeeHR expense per employee

,ompensation as a percent of expenses,ompensation as a percent of expenses

HR department expense as a percent of totalHR department expense as a percent of totalexpensesexpenses

,ost of hires,ost of hires

Turnover ratesTurnover rates

#bsenteeism rates #bsenteeism rates

or+er3s compensation per employeeor+er3s compensation per employee

7/18/2019 HRM4a


25

$ of the$ of the

HR HR

Evalati Evalationon

Process Process

7/18/2019 HRM4a


26

Assessing HR Assessing HR

E*ectivenessE*ectiveness HR #uditHR #udit

# formal research e9ort that evaluates the current # formal research e9ort that evaluates the current

state of HR management in an organizationstate of HR management in an organization

#udit areasA #udit areasA *egal compliance*egal compliance

,urrent job speci%cations and descriptions,urrent job speci%cations and descriptions

Balid recruiting and selection process Balid recruiting and selection process

ormal 'age and salary systemormal 'age and salary system CC

!ene%ts!ene%ts mployee handboo+ mployee handboo+

#bsenteeism and turnover control #bsenteeism and turnover control

hrm4a

Documents