Chap003 planning editing

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Chap003 planning editing

  1. 1. Part 2 Support Activities Chapter 03: Planning McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
  2. 2. Staffing Organizations Model Staffing Policies and Programs Staffing System and Retention Management Support Activities Legal compliance Planning Job analysis Core Staffing Activities Recruitment: External, internal Selection: Measurement, external, internal Employment: Decision making, final match 3- Organization Strategy HR and Staffing Strategy Organization Mission Goals and Objectives
  3. 3. Chapter Outline <ul><li>External Influences </li></ul><ul><ul><li>Economic Conditions </li></ul></ul><ul><ul><li>Labor Markets </li></ul></ul><ul><ul><li>Technology </li></ul></ul><ul><ul><li>Labor Unions </li></ul></ul><ul><li>Human Resource Planning </li></ul><ul><ul><li>Process and Example </li></ul></ul><ul><ul><li>Initial Decisions </li></ul></ul><ul><ul><li>Forecasting HR Requirements </li></ul></ul><ul><ul><li>Forecasting HR Availabilities </li></ul></ul><ul><ul><li>Reconciliation and Gaps </li></ul></ul><ul><li>Staffing Planning </li></ul><ul><ul><li>Staffing Planning Process </li></ul></ul><ul><ul><li>Core Workforce </li></ul></ul><ul><ul><li>Flexible Workforce </li></ul></ul><ul><ul><li>Outsourcing </li></ul></ul><ul><li>Diversity Planning </li></ul><ul><ul><li>Demography of the American Workforce </li></ul></ul><ul><ul><li>Business Case for Diversity </li></ul></ul><ul><ul><li>Planning for Diversity </li></ul></ul><ul><li>Legal Issues </li></ul><ul><ul><li>AAPs </li></ul></ul><ul><ul><li>Legality of AAPs </li></ul></ul><ul><ul><li>EEO and Temporary Workers </li></ul></ul>3-
  4. 4. Learning Objectives for This Chapter <ul><li>Recognize external influences that will shape the planning process </li></ul><ul><li>Understand how strategic plans integrate with staffing plans </li></ul><ul><li>Become familiar with statistical and judgmental techniques for forecasting HR requirements and availabilities </li></ul><ul><li>Know the similarities and differences between replacement and succession planning </li></ul><ul><li>Understand the advantages and disadvantages of core workforce, flexible workforce, and outsourcing strategies for different groups of employees </li></ul><ul><li>Learn how to incorporate diversity into the planning process </li></ul><ul><li>Recognize the fundamental components of an affirmative action plan </li></ul>3-
  5. 5. Ex. 3.1: Examples of External Influences on Staffing 3-
  6. 6. Labor Markets: Demand for Labor <ul><li>Employment patterns </li></ul><ul><ul><li>Demand for labor is a derived demand </li></ul></ul><ul><ul><li>Job growth projections </li></ul></ul><ul><ul><li>Employment growth projections </li></ul></ul><ul><li>KSAOs sought </li></ul><ul><ul><li>KSAO requirements </li></ul></ul><ul><ul><ul><li>Education levels </li></ul></ul></ul><ul><ul><li>Survey of skill deficiencies </li></ul></ul><ul><ul><li>Critically required skills </li></ul></ul>3-
  7. 7. Labor Markets: Supply of Labor <ul><li>Trends in supply of labor </li></ul><ul><ul><li>Quantity of labor - Exh. 3.2: Labor Force Statistics </li></ul></ul><ul><ul><li>Labor force trends relevant to staffing </li></ul></ul><ul><ul><ul><li>Growth </li></ul></ul></ul><ul><ul><ul><li>KSAOs </li></ul></ul></ul><ul><ul><ul><li>Demographics </li></ul></ul></ul><ul><ul><ul><li>Other trends ??? </li></ul></ul></ul><ul><li>KSAOs available </li></ul><ul><ul><li>Educational attainment </li></ul></ul><ul><ul><li>Literacy </li></ul></ul><ul><ul><li>Motivation </li></ul></ul>3-
  8. 8. Labor Markets: Other Issues <ul><li>Labor shortages and surpluses </li></ul><ul><ul><li>“ Tight” labor markets </li></ul></ul><ul><ul><li>“ Loose” labor markets </li></ul></ul><ul><li>Employment arrangements </li></ul><ul><ul><li>Full-time vs. part-time </li></ul></ul><ul><ul><li>Regular or shift work </li></ul></ul><ul><ul><li>Alternative employment arrangements </li></ul></ul><ul><ul><ul><li>Exh. 3.4: Usage of Alternative Employment Arrangements and Contingent Workers </li></ul></ul></ul>3-
  9. 9. Technology <ul><li>Reduces demands for some jobs </li></ul><ul><ul><li>Replacement for labor </li></ul></ul><ul><ul><li>Makes products or services obsolete </li></ul></ul><ul><li>Increases demands for others </li></ul><ul><ul><li>Change in market composition </li></ul></ul><ul><ul><li>New product development </li></ul></ul><ul><li>Changes in required skills </li></ul>3-
  10. 10. Labor Unions <ul><li>Trends in union membership </li></ul><ul><ul><li>Percentage of labor force unionized </li></ul></ul><ul><ul><li>Private sector unionization rate </li></ul></ul><ul><ul><li>Public sector unionization rate </li></ul></ul><ul><li>Contract clauses affecting staffing </li></ul><ul><li>Impacts on staffing </li></ul><ul><ul><li>“ Spillover effects” </li></ul></ul>3-
  11. 11. Labor Unions: Contract Clauses Affecting Staffing <ul><li>Management rights </li></ul><ul><li>Jobs and job structure </li></ul><ul><li>External staffing </li></ul><ul><li>Internal staffing </li></ul><ul><ul><li>Job posting </li></ul></ul><ul><ul><li>Lines of movement </li></ul></ul><ul><ul><li>Seniority </li></ul></ul><ul><li>Grievance procedure </li></ul><ul><li>Guarantees against discrimination </li></ul>3-
  12. 12. Overview: Human Resource Planning <ul><li>Process and Example </li></ul><ul><li>Initial Decisions </li></ul><ul><li>Forecasting HR Requirements </li></ul><ul><li>Forecasting HR Availabilities </li></ul><ul><li>Reconciliation and Gaps </li></ul>3-
  13. 13. Ex. 3.5: The Basic Elements of Human Resource Planning 3-
  14. 14. Ex. 3.6: The Basic Elements of Human Resource Planning 3-
  15. 15. HRP: Initial Decisions <ul><li>Strategic planning </li></ul><ul><ul><li>Comprehensiveness </li></ul></ul><ul><ul><li>Linkages with larger organizational mission </li></ul></ul><ul><li>Planning time frame </li></ul><ul><li>Job categories and levels </li></ul><ul><ul><li>What jobs will be covered by a plan? </li></ul></ul><ul><li>Head count (current workforce) </li></ul><ul><li>Roles and responsibilities </li></ul>3-
  16. 16. HRP: Forecasting HR Requirements <ul><li>Statistical techniques </li></ul><ul><ul><li>Exh. 3.7: Examples of Statistical Techniques to Forecast HR Requirements </li></ul></ul><ul><li>Judgmental techniques </li></ul><ul><ul><li>“ Top-down” approach </li></ul></ul><ul><ul><li>“ Bottom-up” approach </li></ul></ul>3-
  17. 17. HRP: Forecasting HR Requirements 3-
  18. 18. HRP: Forecasting HR Requirements 3-
  19. 19. HRP: Forecasting HR Requirements 3-
  20. 20. HRP: Forecasting HR Availabilities <ul><li>Approach </li></ul><ul><ul><li>Determine head count data for current workforce and their availability in each job category/level </li></ul></ul><ul><li>Statistical techniques </li></ul><ul><ul><li>Markov analysis </li></ul></ul><ul><ul><li>Limitations of Markov analysis </li></ul></ul>3-
  21. 21. Ex. 3.9 Use of Markov Analysis to Forecast Availabilities 3-
  22. 22. Exhibit 3.10 Replacement Chart 3-
  23. 23. Exhibit 3.11 Succession Plan 3-
  24. 24. Human Resource Planning <ul><li>Reconciliation and Gaps </li></ul><ul><ul><li>Coming to grips with projected gaps </li></ul></ul><ul><ul><li>Likely reasons for gaps </li></ul></ul><ul><ul><li>Assessing future implications </li></ul></ul><ul><li>Action Planning </li></ul><ul><ul><li>Set objectives </li></ul></ul><ul><ul><li>Generate alternative activities </li></ul></ul><ul><ul><li>Assess alternative activities </li></ul></ul><ul><ul><li>Choose alternative activities </li></ul></ul>3-
  25. 25. Ex. 3.12: Operational Format for Human Resource Planning 3-
  26. 26. Staffing Planning Process <ul><li>Staffing objectives </li></ul><ul><ul><li>Quantitative objectives </li></ul></ul><ul><ul><li>Qualitative objectives </li></ul></ul><ul><li>Generate alternative staffing activities </li></ul><ul><ul><li>Staffing alternatives to deal with employee shortages and surpluses </li></ul></ul>3-
  27. 27. Ex. 3.14 Staffing Alternatives to Deal With Employee Shortages 3-
  28. 28. Ex. 3.14 Staffing Alternatives to Deal With Employee Surpluses 3-
  29. 29. Exhibit 3.15 Internal Versus External Staffing 3-
  30. 30. Staffing Planning: Flexible Workforce <ul><li>Advantages </li></ul><ul><li>Disadvantages </li></ul><ul><li>Two categories </li></ul><ul><ul><li>Temporary employees </li></ul></ul><ul><ul><ul><li>Staffing firms </li></ul></ul></ul><ul><ul><ul><ul><li>Exh. 3.16: Factors to Consider When Choosing a Staffing Firm </li></ul></ul></ul></ul><ul><ul><li>Independent contractors </li></ul></ul>3-
  31. 31. Staffing Planning: Outsourcing <ul><li>Advantages </li></ul><ul><li>Disadvantages </li></ul><ul><li>Special issues </li></ul><ul><ul><li>Employer concerns regarding working conditions </li></ul></ul><ul><ul><li>Loss of control over quality </li></ul></ul><ul><ul><li>Offshoring </li></ul></ul>3-
  32. 32. Diversity Planning <ul><li>The American workforce is highly diverse </li></ul><ul><ul><li>Women make up ½ the labor force </li></ul></ul><ul><ul><li>Immigration </li></ul></ul><ul><ul><li>Civil Rights Legislation </li></ul></ul><ul><ul><li>Age </li></ul></ul><ul><li>Business case for diversity strategies </li></ul><ul><ul><li>Expanded talent pools </li></ul></ul><ul><ul><li>Better understand diverse customer base </li></ul></ul><ul><ul><li>Enhance creativity of teams </li></ul></ul><ul><ul><li>Reduce turnover </li></ul></ul>3-
  33. 33. Diversity Planning <ul><li>Planning for diversity </li></ul><ul><ul><li>Recruiting activities </li></ul></ul><ul><ul><ul><li>Selecting schools and colleges to recruit from </li></ul></ul></ul><ul><ul><ul><li>Show commitment to diversity in recruiting efforts </li></ul></ul></ul><ul><ul><li>Selection activities </li></ul></ul><ul><ul><ul><li>Eliminate requirements not related to job performance </li></ul></ul></ul><ul><ul><ul><li>Include objective standards for judging candidate qualifications </li></ul></ul></ul>3-
  34. 34. Ex. 3.18 Comparing Incumbency to Availability 3-

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