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Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
Chapter 05   dessler 12-ce_ppt_ch05
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Chapter 05 dessler 12-ce_ppt_ch05

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  • 1. Chapter 5: Human Resources Planning Human Resources Planning | 5-1 Copyright © 2014 Pearson Canada Inc. All rights reserved. Dessler, Chhinzer, Cole Human Resources Management in Canada Canadian Twelfth Edition
  • 2. Learning Outcomes • DESCRIBE four quantitative and two qualitative techniques used to forecast human resources demand. • DISCUSS briefly the four stages used to forecast internal human resources supply and three types of market conditions assessed when forecasting external human resources supply. Human Resources Planning | 5-2 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DEFINE human resources planning (HRP) and DISCUSS its strategic importance.
  • 3. Learning Outcomes • EXPLAIN how organizations deal with a shortage of human resources. Human Resources Planning | 5-3 Copyright © 2014 Pearson Canada Inc. All rights reserved. • DESCRIBE the ways in which a surplus of human resources can be handled.
  • 4. Human Resources Planning (HRP) Copyright © 2014 Pearson Canada Inc. All rights reserved. “The process of forecasting future human resources requirements to ensure that the organization will have the required number of employees with the necessary skills to meet its strategic objectives.” Human Resources Planning | 5-4
  • 5. Strategic Importance of HRP • meet strategic goals and objectives • achieve economies in hiring new workers • make major market labour demands successfully • anticipate and avoid shortages and surpluses of human resources • control or reduce labour costs Human Resources Planning | 5-5 Copyright © 2014 Pearson Canada Inc. All rights reserved. Helps organization:
  • 6. continued Human Resources Planning | 5-6 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Market Labour Shortages
  • 7. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Market Labour Shortages Human Resources Planning | 5-7
  • 8. Steps in the HRP Process Step 2: Forecasting Future HR Needs (Demand) Step 1: Forecasting the Availability of Candidates (Supply) Human Resources Planning | 5-8 reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Step 3: Planning and Implementing HR Programs to Balance Supply and Demand
  • 9. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Human Resources Planning Model Human Resources Planning | 5-9
  • 10. Environmental Scanning External environmental factors monitored include: • economic conditions • market and competitive trends • social concerns (health care, childcare, educational priorities) • technological changes • demographic trends Human Resources Planning | 5-10 Copyright © 2014 Pearson Canada Inc. All rights reserved. • new or revised laws relating to HR
  • 11. • skills inventories and management inventories • replacement charts and replacement summaries • succession planning • Markov Analysis Human Resources Planning | 5-11 Copyright © 2014 Pearson Canada Inc. All rights reserved. Forecasting Supply of Internal Candidates
  • 12. Skills Inventories Management Inventories • • summary of current employees’ education, experience, interests, and skills used to identify eligibility for transfer/promotion Management inventories • • summary of management employees qualifications, skills, interests, managerial responsibilities used to identify eligibility for transfer/promotion Human Resources Planning | 5-12 Copyright © 2014 Pearson Canada Inc. All rights reserved. Skills inventories
  • 13. Replacement Charts Replacement Summaries Replacement charts depiction of who will replace whom in the event of a job opening • internal candidates age, present performance rating, and promotability status are listed Replacement summaries • lists of likely replacements for each position indicates relative strengths/weaknesses, current position, performance, promotability, age, an d experience Human Resources Planning | 5-13 • Copyright © 2014 Pearson Canada Inc. All rights reserved. •
  • 14. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Sample Management Replacement Chart Human Resources Planning | 5-14
  • 15. Succession Planning • analysis of demand for managers and professionals • audit and projection of likely future supply • planning individual career paths, career counseling • accelerated promotions • planned strategic recruitment Human Resources Planning | 5-15 Copyright © 2014 Pearson Canada Inc. All rights reserved. • ensuring supply of successors for key jobs so that careers can be effectively planned and managed • includes:
  • 16. • a method of forecasting internal labour supply that involves tracking the pattern of employee movements through various jobs and developing a transitional probability matrix Human Resources Planning | 5-16 Copyright © 2014 Pearson Canada Inc. All rights reserved. Markov Analysis
  • 17. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Markov Analysis Human Resources Planning | 5-17
  • 18. Forecasting Supply of External Candidates • general economic conditions • interest rates, wage rates, inflation, unemployment rates • labour market conditions • demographics: education levels, age, gender, marital status • occupational market conditions • relevant occupations (as applicable): e.g. engineers, skilled labour, accountants, etc. Human Resources Planning | 5-18 Copyright © 2014 Pearson Canada Inc. All rights reserved. Market conditions assessed:
  • 19. Trend analysis • predict future needs based on past employment levels Ratio analysis • ratio of business activity and number of employees needed, e.g. sales revenue per salesperson Scatter plot • used to determine whether two factors (business activity and staffing levels) are related Regression analysis • examines the statistical relationship between business activity and employees Human Resources Planning | 5-19 Copyright © 2014 Pearson Canada Inc. All rights reserved. Forecasting HR Needs (Demand) Quantitative Approaches
  • 20. Nominal group technique • involves a group of experts meeting face to face • steps include independent idea generation, clarification and open discussion, and private assessment Delphi technique • judgmental forecasting method involving outside experts as well as organizational employees • ideas are exchanged without face-to-face interaction and feedback is used to fine-tune until consensus is reached Human Resources Planning | 5-20 Copyright © 2014 Pearson Canada Inc. All rights reserved. Forecasting HR Needs (Demand) Qualitative Approaches
  • 21. Summarizing Human Resources Requirements • a pictorial representation of all jobs within the organization, along with the number of current incumbents and future employment requirements (monthly or yearly) for each Human Resources Planning | 5-21 Copyright © 2014 Pearson Canada Inc. All rights reserved. Staffing table
  • 22. reserved. Copyright © 2014 Pearson Canada Inc. All rights reserved Staffing Table Human Resources Planning | 5-22
  • 23. Balancing Supply and Demand Labour surplus Labour shortage • the internal supply of human resources cannot meet the organization’s needs Human Resources Planning | 5-23 Copyright © 2014 Pearson Canada Inc. All rights reserved. • the internal supply of employees exceeds the organization’s forecasted demand
  • 24. • • • • • • • • hiring freeze/attrition early retirement buyout programs job sharing work sharing reduced workweek layoff termination leave of absence Human Resources Planning | 5-24 Copyright © 2014 Pearson Canada Inc. All rights reserved. Responding to a Labour Surplus
  • 25. Responding to a Labour Surplus • survivor syndrome • supplemental unemployment benefits • severance package • pay • benefits • golden parachute • outplacement assistance Human Resources Planning | 5-25 Copyright © 2014 Pearson Canada Inc. All rights reserved. Considerations:
  • 26. Responding to a Labour Shortage • transfer • promotion • employee retention External solutions: • recruiting Human Resources Planning | 5-26 Copyright © 2014 Pearson Canada Inc. All rights reserved. Internal solutions:

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