Professional Documents
Culture Documents
Skill shortages in key areas (e.g., systems analysts, engineers, data base specialist, information/communications specialists) caused by a greater demand for information processing/skills along with a shrinking labour force (the baby bust) making it increasingly important to plan for, and to develop staff effectively.
the requirement to foster management teams capable of "accomplishing more with less", and with a more diverse workforce. the challenge of containing human resources costs in the context of the trend by governments to off-load training/development, health, benefits, and other costs onto corporations. the pressures of accelerating social and legislative changes (e.g., pay equity, employment equity, etc.). the challenge of making the most of staff, many of whom are educationally very well qualified, but under utilized.
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Importance of an HRMS
The need to plan more systematically for the people required to staff and manage organizations, now, and into the future is critical (Cascio & Thacker, 1994; Dyer & Holder, 1988; Urlich, 1986; Wagel, 1990). Such planning cannot be done effectively in organizations any size beyond a few hundred employees without the support of an HRMS (Horsfield, 1991).
With the support of such tools human resources staff have increasingly been able to demonstrate that they have an important contribution to make to bottom line strategic corporate decision-making (Rampton & Doran, 1994; Snell, Pedigo, Krawiec, 1994). Those human resources executives that have been able to show that they have something important to contribute to the bottom-line success of the organization are increasingly being welcomed to sit on senior executive committees (Dyer & Holder, 1988; Wagel, 1990).
understanding of the human resources implications of business/operational strategies; awareness of the experience, knowledge and ability in the organization's employees; productivity; selection/development of potential replacements for key/vulnerable positions.
The structure of an organization's workforce, including the number of employees that may be required, with specified skills, in defined positions should be determined from the organization's strategic/business plans through Demand Forecasting
The availability of human resources to meet these demands, whether from within the organization, or from the external labour market may be determined through Supply Forecasting
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there any special business/economic factors that are likely to have major effects on the organization over the next one to five years? what will the organizational unit look like one year from now? Two years from now? Three years from now? what organizational problems are being experienced? what human resources problems are being experienced?
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The human resources practitioner should then do summary analyses which can be provided to line management in advance of any HRP meetings, and should be prepared to do further "what if" modelling as part of the planning process. Line management should use this information to review job descriptions/positions that will probably become vacant in the next few years, and or/those that have significant operational impact. The job description information should be examined to help identify the major qualities of experience, knowledge and ability that will be required in successors to the present incumbent
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