Human Resource Planning and Development

13th March 2011

Agenda for today
 HR Forecasting Process
Forecasting Activity Categories
Benefits
Determining Net HR Requirements

 HR Demand & Supply

Techniques
HR Supply and Retention programs

 Strategic International HRM

Corporate International Business Strategies
International Staffing

 M&As
 Downsizing & Restructuring
 Succession Management
HR Forecasting
 Forecasting Activity Categories
Transaction based
Event Based
Process Based
 Benefits
Reduces HR Costs
Increases Organizational Flexibility
Closely Linked to Macro Business Forecasting
HR Forecasting (..contd)
 Determining Net HR Requirements
HR Demand = External Supply + Internal Supply

When do we have a surplus or a deficit?

HR Demand & Supply
 Techniques in HR Forecasting
Index / trend analysis
Expert Forecast
Delphi Technique
Nominal Group technique

Lets go to Pg. 193

HR Demand & Supply
Now lets go back to our statistics lessons…

Suggest a technique you think could be used

for HR forecasting.
HR Demand & Supply
 We have 6 techniques to ascertain HR Supply too.
Skills & Management Inventory
Succession Replacement Analysis
Markov Model
Linear Programming
Movement Analysis
Vacancy Model
 Retention programs
Lets look at an example straight from
Canada.. Available at pg. 223
Strategic International HRM
 Corporate International Business Strategies
Domestic Strategy
Multi domestic Strategy
Multinational Strategy
Global Strategy
 IHRM Strategies
Adaptive, exportive and Integrated
 What traits should a Global manager possess?
Mergers & Acquisitions
 Types of M&As

 HR Issues
Downsizing & Restructuring
 Downsizing Strategies
Workforce reduction
Workforce redesign

 Systematic Change

 Approaches to Workforce reduction (pg. 274)

 Managing the psychological contract

Succession Management
 Why Succession Management

 The process
1. Align with Business Strategy
2. Identify Skills and Competencies
3. Identify high potential employees
4. Provide developmental opportunities
5. Monitor Succession management

 CS: The SM process at Air Canada (pg. 255)

Process of Staffing
Lets take the case of Lenovo:  
 Lenovo selects the most qualified applicant to fill an open role by reviewing candidates
whose experience, skills, education and background best match the requirements for the
opening. Here are the core steps of the recruiting process:
 
 Resume Review: The recruiter and the hiring manager review and select the top resumes to
move forward in the process.
 Screening: The recruiter conducts an initial phone screen with a small number of selected
candidates.
 Interview: Candidates that pass the phone screen are connected with the hiring manager for
a first interview. This interview can be either on the phone or in person. Depending on the
hiring manager’s need, some candidates may be requested to participate in a second
interview on site.
 Selection Decision: The hiring manager and interviewers make the final selection decision.
 
Types of Interview
 Screening and Hiring interviews

 Types of Hiring interviews

Structured – skill, preference, behavior
Unstructured
Panel Interview
Behavior Event interviewing
 Behavior-based interview questions follow the STAR
pattern: Situation, Task, Action, and Result.

 An example of this is:

Situation: Think about when you ____. (Interviewer
describes a specific situation which identifies soft skill.)
Task: What needed to be done about the situation?
Action: What did you do to resolve the situation?
Result: What was the result?
Learning Models – Cognitive / Behavioral
 Learning is commonly defined as a process that brings together
cognitive, emotional, and environmental influences and experiences for
acquiring, enhancing, or making changes in one's knowledge, skills,
values, and world views

 Behavior based approach stresses on learning as acquisition of new

behavior through conditioning

 Two types of behavioral conditioning:

- Classical
- Operant
Learning Models
 Cognitive based approach are based on
1. that the memory system is an active organized processor of information
and
2. that prior knowledge plays an important role in learning. 

 Constructivism views learning as a process in which the learner actively

constructs or builds new ideas or concepts based upon current and past
knowledge or experience. In other words, "learning involves constructing
one's own knowledge from one's own experiences.
Training Need Analysis
 Training can be described as “the acquisition of skills, concepts
or attitudes that result in improved performance within the job
environment”.

 Training analysis as a process often covers:

1. Review of current training
2. Task analysis (of new or modified system)
3. Identification of training gap
4. Statement of training requirement
5. Assessment of training options
6. Cost benefit analysis of training options
Training Need Analysis
 The task of training can be broken down into a number of discrete components,
each addressing a different part of the overall learning process. This breakdown
is as follows:-
Psycho-motor Skills
Procedural Skills
Knowledge Transfer
Communication Skills
Attitude Learning
Performance Training

 The role of training analysis is to build a formal bridge between the available
design data and the training media and training objectives, in order to facilitate
the transfer of training elements into the operational environment.
Effective Training Design
 Offer an integrated model for the experience.

 Use a host of training pedagogies. Since adults learn differently from

another, different methodologies can and should be used. A mix of lecture,
small group discussion, written case studies, live case studies, action
learning projects, team presentation, videos, technology-based learning,
simulations, assessment tools.

 Design modules to follow the concept-illustration-action (C-I-A) rational. 

 Build recursive lessons (self-reflective and self-learning) into the

training. The half-life of knowledge is getting increasingly shorter, so all
concepts taught in training need to be analyzed and updated consistently.
For example, when IBM CEO Lou Gerstner wanted to increase organization
capabilities of speed and collaboration, he sponsored a training experience
called Accelerating Change Together (ACT).
Training Evaluation
 Donald Kirkpatrick's 4 levels of evaluation model
The four levels of Kirkpatrick's evaluation model essentially
measure:
Reaction of student - what they thought and felt about the
training
Learning - the resulting increase in knowledge or capability
Behaviour - extent of behaviour and capability improvement
and implementation/application
Results - the effects on the business or environment resulting
from the trainee's performance
Career Development – Issues and Challenges
 Managing Knowledge Workers
 Managing Technological Challenges
 Competence of HR Managers
 Developing Leadership
 Managing Change
 Managing Workplace Diversity
LETS DO A QUICK RECAP….