Human Resource Planning

Human Resource Planning
Systematic process of
matching internal and
external supply of people
with job openings
anticipated in the
organization over a specified
period of time
Copyright © 2010 Pearson Education,
Inc.
Modified by: Poshan Lamichhane
4-1

Human Resource Planning Process
External Environment
Internal Environment
4-2
Strategic Planning
Human Resource Planning
Forecasting
Human
Resource
Requirements
Comparing
Requirements
and Availability
Forecasting
Human
Resource
Availability
Surplus of
Workers
Demand =
Supply
No Action
Shortage of
Workers
Recruitment
Selection
Restricted Hiring,
Reduced Hours, Early
Retirement, Layoffs,
Downsizing
Inc.

Definitions
• Requirements forecast - Determining number,
skill, and location of employees organization
will need at future dates in order to meet
goals
• Availability forecast - Determination of
whether firm will be able to secure employees
with necessary skills, and from what sources
4-3
Inc.

Forecasting Human Resource
Requirements
• Zero-based forecasting - Uses
current level as starting point
for determining future staffing
needs
• Bottom-up approach - Each
level of organization, starting
with lowest, forecasts its
requirements to provide
aggregate of employment
needs.
4-4
Inc.

Forecasting Human Resource
Requirements (Cont.)
• Relationship between Volume of Sales and
Number of Workers Required
• Simulation Models - Simulation is a forecasting
technique for experimenting with real-world
situation through mathematical model
representing that situation. A model is
abstraction of the real world.
4-5
Inc.

The Relationship of Sales Volume to Number
of Employees
4-6
Number of
Employees
500
400
300
200
100
0 10 20 30 40 50 60
Sales (thousands)
Inc.

Forecasting HR Availability
• Determining whether firm will be able to
secure employees with necessary skills,
and from what sources
• Show whether needed employees may
be obtained within company, from
outside organization, or from
combination of these sources
4-7
Inc.

Use of HR Databases
• Many workers needed for future positions may
already work for firm.
• Databases include information on all managerial and
nonmanagerial employees.
• Companies search databases within company to see
if employees with needed qualifications already
exist. Growing trend: Automatically notify qualified
employees of new positions.
4-8
Inc.

Shortage of Workers Forecasted
• Creative recruiting
• Compensation incentives –
Premium pay is one method
• Training programs – Prepare
previously unemployable people
for positions
• Different selection standards
4-9
Inc.

Surplus of Employees
• Restricted hiring –
Employees who leave are
not replaced
• Reduced hours
• Early retirement
• Downsizing - Layoffs
4-10
Inc.

Downsizing
• Also known as restructuring and rightsizing
• Reverse of company growing and suggests
one-time change in organization and number
of people employed
• Typically, both organizational structure and
number of people in the organization shrink
for purpose of improving organizational
performance
4-11
Inc.

System Used In the Event of Downsizing
• Unionized - Seniority usually is the basis
• Union-free - Productivity and needs of the
organization
• Retention bonuses are used to entice
terminated employees to remain for short
periods of time to ensure continued services
4-12
Inc.

Negative Aspects of Downsizing
• Cost associated with low
morale of those remaining
• Layers removed, making
advancement in organization
more difficult
• Workers may seek better
opportunities, fearing they
may be in line for layoffs
4-13
Inc.

Negative Aspects of
Downsizing (Cont.)
• Employee loyalty significantly reduced
• Institutional memory lost
• Remaining workers required to do more
• When demand for products/services
returns, firm may realize it has cut too deep
• May be an increase in number of
discrimination lawsuits
4-14
Inc.

Outplacement
• Laid-off employees given
assistance in finding
employment elsewhere
• Companies use outplacement to
take care of employees by
moving them successfully out of
company rather than having to
do it on their own
4-15
Inc.

Succession Planning
• Process of ensuring that qualified
persons are available to assume key
managerial positions once the
positions are vacant
• Goal is to help ensure a smooth
transition and operational efficiency
4-16
Inc.

Disaster Planning
• Should focus on catastrophes that range from
natural calamities such as hurricanes,
earthquakes, and floods to man-made crises
such as 9/11
• Always significant human resource issues to
address
• Hurricanes Katrina, Rita, Gustav, and Ike
4-17
Inc.

Human Resource Information Systems
(HRIS)
Any organized approach for
obtaining relevant and
timely information on
which to base HR decisions
4-18
Inc.

HUMAN RESOURCE INFORMATION SYSTEM
Goal: Integrate Core Processes into Seamless System
4-19
Input Data Types
Job Analysis
Recruitment
Selection/Job Posting/
Employee Referral
T&D
Performance Appraisal
Compensation
Benefits
Safety
Health
Labor Relations
Employee Relations
Output Data Uses*
Employee Tracking
Diversity Programs
Hiring Decisions
Training Programs/E-
learning/Management Succession
Compensation Programs
Benefit Programs (e.g.,
prescription drug programs)
Health Programs (e.g., Employee
Assistance Programs)
Bargaining Strategies
Employee Services
Organizational
Strategic Plans
Human
Resource
Management
Plans
Contribute Toward Achievement of:
Human
Resource
Information
System
*Manager and employee self-service is available.
Inc.

Manager Self-Service
• Use of software and corporate network to
automate paper-based processes requiring
manager’s approval, record-keeping or input,
and processes that support manager’s job
• MSS can help managers develop and grow
staff and assist employees in determining their
career paths and developing required
competencies
4-20
Inc.

Employee Self-Service (ESS)
• Processes that automate
transactions formerly labor-
intensive for employees and
HR professionals
• ESS applications can free up
valuable HR staff time,
reducing administrative time
and costs
4-21
Inc.

Job Design
• Process of determining specific tasks to be
performed, methods used in performing these
tasks, and how job relates to other work in
organization
• Job enrichment - Basic changes in content and
level of responsibility of job, to provide
greater challenge to worker
4-22
Inc.

Job Design (Cont.)
• Job enlargement - Changes in scope of job to
provide greater variety to worker
• Reengineering - Fundamental rethinking and
radical redesign of business processes to
achieve dramatic improvements in critical
measures of performance, such as cost,
quality, service and speed
4-23
Inc.

A Global Perspective: India Getting the Job
Done, but Differently
• Indian companies invested $6 billion in U.S.,
which created jobs for Americans
• Most Indian companies going global have
adopted strategy of ‘not rocking the boat’ at
their newly acquired foreign operations
• Gaining an appreciation of local laws and
customs is important
• Language and food choices often present
challenges
4-24
Inc.

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