Professional Documents
Culture Documents
MBA
Objectives
After studying this chapter, you should be able to:
1. Identify the advantages of integrating human resources planning and strategic planning. 2. Describe the basic approaches to human resources planning. 3. Identify the tools and techniques of HR planning 4. Overview the emerging role of HR Information Systems
Whats available?
Determine future HR availabilities
Internally Externally
The acknowledgement that HR policies and practices have critical linkages with an organizations overall strategy Central premise is that HR policies will have direct effects on an organizations profitability HR must fit strategically with the mission of the organization
Strategic Formulation
What is required and necessary in support of human resources?
Strategic Implementation
How will the human resources be allocated?
Human Resources Planning Strategic Planning
Strategy Formulation
Clarify performance expectations and future management method: Values, guiding principles Business mission Objectives and priorities Resource allocations
Strategy Implementation
Implement processes to achieve desired results: Business goals Company strengths/weaknesses External opportunities/threats Source of competitive advantage
Source: Adapted from James W. Walker, Integrating the Human Resource Function with the Business, Human Resource Planning 14, no. 2 (1996): 5977. Reprinted with permission.
HR concerns and objectives are inserted into the plans by HR specialists at divisional plans in coordination with divisional managers
Considerations
Product/service demand Technology Financial resources Absenteeism/turnover Organizational growth Management philosophy
Techniques
Trend analysis Managerial estimates Delphi technique
(Shortage) Recruitment
Full-time Part-time Recalls
Techniques
Staffing tables Markov analysis Skills inventories Management inventories Replacement charts Succession Planning
External Considerations
Demographic changes Education of the workforce Labor Mobility Government policies Unemployment rate
(Surplus) Reductions
Layoffs Terminations Demotions Retirements
FORECASTING SUPPLY
numbers
skills occupation categories
Compared with
Variances
If none
End
Action decisions
Quantitative Methods
Forecasting Demand
Qualitative Methods
Delphi Technique
An attempt to decrease the subjectivity of forecasts by soliciting and summarizing the judgments of a preselected group of individuals. The final forecast represents a composite group judgment.
LABOR PRODUCTIVITY
(SALES/EMPLOYEE)
(SALES IN THOUSANDS)
2000
2001 2002 2003
$3,306
$3,613 $3,748 $3,880
10.02
11.12 11.12 12.52
330
325 337 310
2010*
2011* 2012*
$4,095
$4,283 $4,446
12.52
12.52 12.52
327
342 355
Figure 4.4
*Projected figures
Markov Analysis
A method for tracking the pattern of employee movements through various jobs.
Charts that shows both incumbents and potential replacements for given positions within the organization
Action Plans
Managers must develop complete action plan to accomplish HR objectives Adding Human Resources
Ad hoc Placement
Permanent
HRIS Applications
Clerical Applications Applicant information Basic Employee Records Job Database Sub Modules based on functions
Training Turnover Analysis Succession Planning Benefits Management Monitoring functions
Attendance
A Common HRIS