Professional Documents
Culture Documents
I. What is it?
II. Why is it important?
III. How is it done?
IV. Is it really done?
I. What is it?
i. Expert opinions
ii. Delphi technique
iii. “Bottom-up” approach
i. Card systems
ii. Human Resource Information
Systems (HRIS)
(N = 264 responses)
• 46% reported no formal HR planning
• 39% reported some (incomplete) HR planning
• 15% reported fully integrated HR planning
IV. Does anybody really do this stuff?
Implementation of Human Resource Planning
• Right number of people with right skills at right place at right time to
implement organizational strategies in order to achieve organizational
objectives
• In light of the organization’s objectives, corporate and business level
strategies, HRP is the process of analyzing an organization’s human
resource needs and developing plans, policies, and systems to satisfy those
needs
HUMAN RESOURCE PLANNING
1 2 Human Resource 3
Organizational Human Resource Feasibility
Objectives Requirements Programs Analysis
4
5
HRP Model
5
HRP Model Cont.
• Operational Human Resource Planning
• First determine how well existing programs are doing then forecast what
additional programs or combination of programs will do
• Need to know capabilities of various programs and program
combinations
Determine Feasibility Links 3&4
• Capable of being done
Requires knowledge of programs, how programs fit together and
external environmental constraints (e.g., labor force, labor unions,
technology created skill shortages) and internal environmental
constraints (skill shortages within the organization, financial
resources, managerial attitudes, culture)
Typically choose the best HR goal for the strategic plan and the best
program to satisfy that HR goal
Shortcomings of the model - HRP in Practice
• HRP in practice is usually less rational and may omit one or more of the
steps
May lack knowledge required for forecasting
Incorrect assumptions about effectiveness of HR programs
Does not engage in strategic planning
Resistance to change present HR systems
HRP should be:
• Done to guide and coordinate all HR activities so they work together to
Determine
Internal programs External programs
organizational
objectives •Promotion •Recruiting
•Transfer •External selection
•Career planning •Executive exchange
•Training
Demand forecast •Turnover control
for each objective
Yes
• Size of organization
• Organizational design
Considerations in Establishing a Forecasting
System
• How sophisticated
• Organizational complexity
complex career paths and diverse skill requirements lead to more complex
forecasting systems
• Organizational objectives
the greater the gap between current HR situation and desired HR situation
the more sophisticated the system
method
Demand Forecasting Methods
• Delphi Method
• Regression Analysis
• Linear Programming
Supply Forecasting Methods
• Skills Inventory
• Replacement Charts
• Succession Planning
• Computer Simulations
Training and Developing a Competitive Workforce
The Strategic Importance of Training
and Development
• Behavioral Modeling
Team Training and Development
• Training to develop team cohesiveness
• Training in team procedures
• Training to develop work team leaders
Supporting disagreement
Managing meetings
Cross-Cultural Training
• To prepare people from
several cultures to work
together
Diversity training
• To prepare a person for
living in another culture
Training for expatriates and
families
Cross-Cultural Training in
International Context
• Training for Expatriates
Typically a 3-5 day immersion course in country’s
values, customs, traditions
Culture-general assimilator uses scenarios to
teach understanding of cultural differences
• Training for Inpatriates
Employees from other countries
sent to work abroad
Need info about culture and
help with relocation
Global Leadership Training and
Development
• Managers need to manage operations in several
countries at once
• Training and development may include:
Expatriate assignments
Action learning projects
Cross-cultural team assignments
Classroom training