This chapter discusses methods for determining an organization's supply of human capital, including internal and external sources. It describes segmenting the internal supply based on employee career preferences. Retention programs and developing critical skills can influence supply. Markov models and movement analysis help forecast employee movement within roles and departments. Substitution strategies like automation may address gaps between demand and supply forecasts. Managing the bullwhip effect reduces risk of demand and supply estimate errors compounding.
This document discusses human resource forecasting and succession management. It provides details on:
- The categories and process of HR forecasting, including transaction-based, event-based, and process-based forecasting. Both qualitative and quantitative techniques should be used.
- The benefits of HR forecasting include reduced costs, increased flexibility, and ensuring organizational requirements are met.
- Succession management refers to identifying and training employees who have potential for key positions. It helps implement strategy and improve employee development.
- The succession management process includes aligning with strategy, identifying needed skills, identifying high-potential employees, and providing development opportunities. Both qualitative and quantitative forecasting techniques are discussed.
HR forecasting attempts to predict future labor supply and demand within an organization. There are three main steps: 1) forecasting labor demand based on organizational strategies and objectives, 2) determining current labor supply through succession planning and employee databases, and 3) identifying expected surpluses or shortages. Recruitment involves attracting job applicants, while selection evaluates candidates to choose the best person for the role. Common selection tools include interviews, tests, and background/reference checks. Careful selection is important for performance, costs, and legal reasons.
This document provides an overview of human resource planning (HRP). It defines HRP as forecasting an organization's future demand for and supply of employees. The importance of HRP is that it ensures the organization has the right number and types of qualified employees. The HRP process involves environmental scanning, demand forecasting using techniques like ratios and regression analysis, supply forecasting using internal sources like current employees and external sources like new hiring, and implementing plans through recruitment, training, and retention strategies. Barriers to effective HRP include lack of managerial expertise, incompatible information, lack of manager involvement, time consumption, and unions. Requirements for effective HRP are alignment with corporate objectives, complete personnel records, long-term time
CHAPTER5: HUMAN RESOURCE PLANNING AND RECRUITMENT having the right technical and soft skills to optimize their function within the company. It also allows managers to better train the workforce and help them develop the required skills.
Human resource planning (HRP) allows a business to better maintain and target the right kind of talent to employ
Human resource planning identifies the present and foreseeable demands of human resources that an organization will require to reach its objectives.
Human resource planning (HRP) involves forecasting an organization's future personnel needs and the availability of qualified employees to meet those needs. It is a process to ensure the right number and type of people are available at the right time and in the right places. The key steps in HRP include forecasting demand and supply of personnel, identifying any gaps, and developing programs for recruitment, training, performance management, and attrition management. The goal is to align human resources with organizational strategy and objectives.
Human resource planning (HRP) involves forecasting an organization's future personnel needs and the availability of personnel to meet those needs. It ensures the right number and types of employees are available at the right times and places. The HRP process includes forecasting demand and supply of personnel, identifying surpluses or shortages, and developing programs to address imbalances through activities like recruiting, training, succession planning, or layoffs. The goal is to help organizations achieve their objectives by having qualified staffing at all levels now and in the future to cope with changes.
Human resource planning (HRP) involves forecasting future personnel needs and the availability of qualified employees. It ensures the right number and types of employees are available at the right time and place. The HRP process includes forecasting demand and supply of personnel, identifying gaps, and developing programs to address surpluses or shortages through actions like recruiting, training, reassignment, or layoffs. Effective HRP is based on organizational objectives and requires support from top management with accurate personnel data and appropriate forecasting techniques.
Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
This document discusses human resource forecasting and succession management. It provides details on:
- The categories and process of HR forecasting, including transaction-based, event-based, and process-based forecasting. Both qualitative and quantitative techniques should be used.
- The benefits of HR forecasting include reduced costs, increased flexibility, and ensuring organizational requirements are met.
- Succession management refers to identifying and training employees who have potential for key positions. It helps implement strategy and improve employee development.
- The succession management process includes aligning with strategy, identifying needed skills, identifying high-potential employees, and providing development opportunities. Both qualitative and quantitative forecasting techniques are discussed.
HR forecasting attempts to predict future labor supply and demand within an organization. There are three main steps: 1) forecasting labor demand based on organizational strategies and objectives, 2) determining current labor supply through succession planning and employee databases, and 3) identifying expected surpluses or shortages. Recruitment involves attracting job applicants, while selection evaluates candidates to choose the best person for the role. Common selection tools include interviews, tests, and background/reference checks. Careful selection is important for performance, costs, and legal reasons.
This document provides an overview of human resource planning (HRP). It defines HRP as forecasting an organization's future demand for and supply of employees. The importance of HRP is that it ensures the organization has the right number and types of qualified employees. The HRP process involves environmental scanning, demand forecasting using techniques like ratios and regression analysis, supply forecasting using internal sources like current employees and external sources like new hiring, and implementing plans through recruitment, training, and retention strategies. Barriers to effective HRP include lack of managerial expertise, incompatible information, lack of manager involvement, time consumption, and unions. Requirements for effective HRP are alignment with corporate objectives, complete personnel records, long-term time
CHAPTER5: HUMAN RESOURCE PLANNING AND RECRUITMENT having the right technical and soft skills to optimize their function within the company. It also allows managers to better train the workforce and help them develop the required skills.
Human resource planning (HRP) allows a business to better maintain and target the right kind of talent to employ
Human resource planning identifies the present and foreseeable demands of human resources that an organization will require to reach its objectives.
Human resource planning (HRP) involves forecasting an organization's future personnel needs and the availability of qualified employees to meet those needs. It is a process to ensure the right number and type of people are available at the right time and in the right places. The key steps in HRP include forecasting demand and supply of personnel, identifying any gaps, and developing programs for recruitment, training, performance management, and attrition management. The goal is to align human resources with organizational strategy and objectives.
Human resource planning (HRP) involves forecasting an organization's future personnel needs and the availability of personnel to meet those needs. It ensures the right number and types of employees are available at the right times and places. The HRP process includes forecasting demand and supply of personnel, identifying surpluses or shortages, and developing programs to address imbalances through activities like recruiting, training, succession planning, or layoffs. The goal is to help organizations achieve their objectives by having qualified staffing at all levels now and in the future to cope with changes.
Human resource planning (HRP) involves forecasting future personnel needs and the availability of qualified employees. It ensures the right number and types of employees are available at the right time and place. The HRP process includes forecasting demand and supply of personnel, identifying gaps, and developing programs to address surpluses or shortages through actions like recruiting, training, reassignment, or layoffs. Effective HRP is based on organizational objectives and requires support from top management with accurate personnel data and appropriate forecasting techniques.
Human resource planning is a process that identifies an organization's future human resource needs and ensures adequate personnel are available and qualified to meet organizational objectives. It involves forecasting demand and supply of human resources, identifying gaps, and developing programs to address shortages or surpluses. The ultimate goal is to align human resource needs with organizational strategies to maximize returns on human capital investments.
Human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills and abilities to implement organizational strategies and achieve objectives. It involves assessing the current workforce, determining future labor demand and supply, and matching them to identify any gaps. Key aspects of HR planning include conducting a job analysis, developing succession plans, forecasting future needs and availability of workers, and integrating planning with the organization's overall strategic direction. The goal is to competitively position the organization by having a workforce that can adapt to changing business requirements.
The document discusses human resource planning (HRP), including what planning is, the advantages of planning, strategic planning, and the HRP process. The key aspects of HRP are forecasting future human resource needs, determining if there will be a surplus or shortage of workers, and developing action plans to address surpluses or shortages. Methods for addressing surpluses include restricted hiring, reduced hours, early retirements, and layoffs. Methods for addressing shortages include creative recruiting, compensation incentives, training programs, and lowering selection standards.
Hr planning, recruitment, selection and placement human planingjohngabrielgandhi
Human resource planning involves ensuring the right number of employees with the right skills are employed in the right jobs. It includes forecasting needs, performance management, career management, and management development. There are advantages like attaining goals and determining needs. The document outlines the five steps in planning: determining workload, job analysis, forecasting needs, inventorying staff, and improving plans. It discusses the importance of selection programs and reasons for proper selection like objectives, liability of incompetent workers, and protecting employees. Responsibilities for selection vary by company size. Centralizing selection in a personnel department is discussed. Elements of installing a program and procedures for recruitment, selection and hiring are provided.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
The document discusses recruitment and selection processes. It describes recruitment as generating a pool of job applicants, while selection is choosing candidates most likely to succeed using specific instruments. Effective manpower planning involves having the right number and type of people with the right skills in the right roles. Selection methods can include interviews, testing, and assessments to evaluate candidates. The key is choosing valid and reliable methods suitable for the position and organization.
This presentation is an Introduction to Training and Development in Effective HR. The concepts of Human Resource Management are explained in this chapter. This involves the role, position and structure of the HRM department. The presentation has been prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
The document discusses the key aspects of human resource management (HRM) including analyzing jobs, forecasting human resource needs, recruiting and selecting the right candidates, training employees, appraising performance, and rewarding employees. It describes the challenges in selecting candidates and ensuring a good fit with organizational culture. The goal of HRM processes is to hire and develop employees with the necessary skills to achieve organizational strategies and goals.
Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
Human Resource Planning Recruitment and SelectionNhoj Laup
The document discusses human resource planning, recruitment, and selection. It covers forecasting labor supply and demand, setting goals to address surpluses or shortages, and strategies for recruitment and selection. Recruitment sources include internal job posting as well as external sources like referrals, advertisements, and universities. The selection process involves preliminary interviews, tests, employment interviews, reference checks, making a selection decision, physical exams, a job offer, and evaluating the selection program. The summary highlights forecasting supply and demand, using a transitional matrix, addressing surpluses or shortages, and the benefits of internal versus external recruiting sources.
This document discusses human resource planning and its key processes. It outlines the six main steps in human resource planning: 1) analyzing organizational objectives, 2) taking inventory of current human resources, 3) forecasting future human resource needs, 4) estimating personnel gaps, 5) formulating a human resource action plan, and 6) monitoring and providing feedback. The purpose of human resource planning is to identify an organization's current and future human resource needs to achieve its goals, and ensure the right candidates are matched to the right jobs.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
The document discusses staffing as a key managerial function that involves filling positions and developing current employees. It describes staffing as identifying workforce needs, recruiting and selecting candidates, and promoting development. An effective staffing system takes an open approach, considering both internal factors like policies and rewards as well as external factors like the availability of skilled workers. The document outlines the steps in staffing, including determining position requirements, identifying needed skills, matching qualifications to positions, selecting candidates, and orienting new employees.
1. Career planning involves mapping out employees' career paths within an organization based on their abilities to help them advance. This helps attract and retain talent, improve motivation and productivity, and ensure the organization has the right human resources to achieve its goals.
2. Career planning benefits both individuals and organizations by providing employees with growth opportunities and job satisfaction while helping the organization develop talent internally and meet its human resource needs.
3. The career planning process involves identifying employees' career aspirations, analyzing opportunities within the organization, developing strategies to address any mismatches, and regularly reviewing career plans.
1. Reliance Energy Ltd forecasts future human resource needs by linking it to strategic planning and considering both internal and external factors.
2. It aims to develop a multi-skilled workforce through career development programs, induction training, and continuous learning and development initiatives.
3. Performance management is used to evaluate jobs, design customized roles, and provide growth opportunities to motivate employees and achieve organizational goals.
This document provides an overview of human resource planning and staffing processes at Gordon College in Olongapo City, Philippines. It discusses the 5 steps of human resource planning: 1) conducting job analysis, 2) estimating human resource demand, 3) documenting current human resource supply, 4) estimating future internal human resource supply, and 5) estimating future external human resource supply. It then discusses recruiting job applicants, including the importance of developing an employer brand and considering internal versus external recruitment. The document also outlines factors that influence employee performance and motivation, including motivation, ability, role perceptions, and situational factors based on the MARS model. It discusses managing motivation through drives/needs, goals/expectations/feedback, and extrinsic
Human resource planning is a process that forecasts an organization's future demand and supply of employees. It involves determining HR needs based on factors like the organization's strategy, growth, and environment. The planning process includes forecasting demand and supply of employees, identifying surpluses or shortages, and developing programs to address them. Forecasting techniques help estimate demand and include managerial judgments, ratio trend analysis, and regression analysis. The HR plan is then implemented through actions like recruitment, training, retention programs, and downsizing if needed. Regular evaluation ensures the plan adapts to changes in the organization or environment.
The document discusses several topics related to human resource management:
1. The five main operative functions of human resource management are procurement, development, compensation, integration, and maintenance.
2. The key differences between personnel management and human resource management are that personnel management focuses on employees' grievances while human resource management focuses on employee welfare and development.
3. Major factors that affect human resource planning include both external factors like government policies, economic conditions, and technology as well as internal factors like company strategies and policies, job analysis, and production operations.
Human resource management involves managing employees to help an organization achieve its goals. Workforce planning forecasts future human resource needs and translates them into required employee numbers and skills. An effective workforce plan involves forecasting needs short, medium, and long term; reviewing forecasts regularly; and considering external factors. Ineffective planning can cause problems like recruitment issues, inadequate training, and high turnover.
Human resource planning is a process by which an organization ensures it has the right number and type of employees with the necessary skills and abilities to implement organizational strategies and achieve objectives. It involves assessing the current workforce, determining future labor demand and supply, and matching them to identify any gaps. Key aspects of HR planning include conducting a job analysis, developing succession plans, forecasting future needs and availability of workers, and integrating planning with the organization's overall strategic direction. The goal is to competitively position the organization by having a workforce that can adapt to changing business requirements.
The document discusses human resource planning (HRP), including what planning is, the advantages of planning, strategic planning, and the HRP process. The key aspects of HRP are forecasting future human resource needs, determining if there will be a surplus or shortage of workers, and developing action plans to address surpluses or shortages. Methods for addressing surpluses include restricted hiring, reduced hours, early retirements, and layoffs. Methods for addressing shortages include creative recruiting, compensation incentives, training programs, and lowering selection standards.
Hr planning, recruitment, selection and placement human planingjohngabrielgandhi
Human resource planning involves ensuring the right number of employees with the right skills are employed in the right jobs. It includes forecasting needs, performance management, career management, and management development. There are advantages like attaining goals and determining needs. The document outlines the five steps in planning: determining workload, job analysis, forecasting needs, inventorying staff, and improving plans. It discusses the importance of selection programs and reasons for proper selection like objectives, liability of incompetent workers, and protecting employees. Responsibilities for selection vary by company size. Centralizing selection in a personnel department is discussed. Elements of installing a program and procedures for recruitment, selection and hiring are provided.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
The document discusses recruitment and selection processes. It describes recruitment as generating a pool of job applicants, while selection is choosing candidates most likely to succeed using specific instruments. Effective manpower planning involves having the right number and type of people with the right skills in the right roles. Selection methods can include interviews, testing, and assessments to evaluate candidates. The key is choosing valid and reliable methods suitable for the position and organization.
This presentation is an Introduction to Training and Development in Effective HR. The concepts of Human Resource Management are explained in this chapter. This involves the role, position and structure of the HRM department. The presentation has been prepared by Welingkar’s Distance Learning Division.
For more such innovative content on management studies, join WeSchool PGDM-DLP Program: http://bit.ly/SlideShareEffectHR
Join us on Facebook: http://www.facebook.com/welearnindia
Follow us on Twitter: https://twitter.com/WeLearnIndia
Read our latest blog at: http://welearnindia.wordpress.com
Subscribe to our Slideshare Channel: http://www.slideshare.net/welingkarDLP
The document discusses the key aspects of human resource management (HRM) including analyzing jobs, forecasting human resource needs, recruiting and selecting the right candidates, training employees, appraising performance, and rewarding employees. It describes the challenges in selecting candidates and ensuring a good fit with organizational culture. The goal of HRM processes is to hire and develop employees with the necessary skills to achieve organizational strategies and goals.
Identify the key stages in the recruitment process.
Discuss the importance of developing a job analysis and job descriptions.
Outline the different types of recruitment strategies.
List the advantages and disadvantages of different recruitment strategies.
Human Resource Planning Recruitment and SelectionNhoj Laup
The document discusses human resource planning, recruitment, and selection. It covers forecasting labor supply and demand, setting goals to address surpluses or shortages, and strategies for recruitment and selection. Recruitment sources include internal job posting as well as external sources like referrals, advertisements, and universities. The selection process involves preliminary interviews, tests, employment interviews, reference checks, making a selection decision, physical exams, a job offer, and evaluating the selection program. The summary highlights forecasting supply and demand, using a transitional matrix, addressing surpluses or shortages, and the benefits of internal versus external recruiting sources.
This document discusses human resource planning and its key processes. It outlines the six main steps in human resource planning: 1) analyzing organizational objectives, 2) taking inventory of current human resources, 3) forecasting future human resource needs, 4) estimating personnel gaps, 5) formulating a human resource action plan, and 6) monitoring and providing feedback. The purpose of human resource planning is to identify an organization's current and future human resource needs to achieve its goals, and ensure the right candidates are matched to the right jobs.
this presentation covers the following portion of HR managent:
-Human Resource Planning Process
-Difference between recruitment and selection
-Objectives of HR management
The document discusses staffing as a key managerial function that involves filling positions and developing current employees. It describes staffing as identifying workforce needs, recruiting and selecting candidates, and promoting development. An effective staffing system takes an open approach, considering both internal factors like policies and rewards as well as external factors like the availability of skilled workers. The document outlines the steps in staffing, including determining position requirements, identifying needed skills, matching qualifications to positions, selecting candidates, and orienting new employees.
1. Career planning involves mapping out employees' career paths within an organization based on their abilities to help them advance. This helps attract and retain talent, improve motivation and productivity, and ensure the organization has the right human resources to achieve its goals.
2. Career planning benefits both individuals and organizations by providing employees with growth opportunities and job satisfaction while helping the organization develop talent internally and meet its human resource needs.
3. The career planning process involves identifying employees' career aspirations, analyzing opportunities within the organization, developing strategies to address any mismatches, and regularly reviewing career plans.
1. Reliance Energy Ltd forecasts future human resource needs by linking it to strategic planning and considering both internal and external factors.
2. It aims to develop a multi-skilled workforce through career development programs, induction training, and continuous learning and development initiatives.
3. Performance management is used to evaluate jobs, design customized roles, and provide growth opportunities to motivate employees and achieve organizational goals.
This document provides an overview of human resource planning and staffing processes at Gordon College in Olongapo City, Philippines. It discusses the 5 steps of human resource planning: 1) conducting job analysis, 2) estimating human resource demand, 3) documenting current human resource supply, 4) estimating future internal human resource supply, and 5) estimating future external human resource supply. It then discusses recruiting job applicants, including the importance of developing an employer brand and considering internal versus external recruitment. The document also outlines factors that influence employee performance and motivation, including motivation, ability, role perceptions, and situational factors based on the MARS model. It discusses managing motivation through drives/needs, goals/expectations/feedback, and extrinsic
Human resource planning is a process that forecasts an organization's future demand and supply of employees. It involves determining HR needs based on factors like the organization's strategy, growth, and environment. The planning process includes forecasting demand and supply of employees, identifying surpluses or shortages, and developing programs to address them. Forecasting techniques help estimate demand and include managerial judgments, ratio trend analysis, and regression analysis. The HR plan is then implemented through actions like recruitment, training, retention programs, and downsizing if needed. Regular evaluation ensures the plan adapts to changes in the organization or environment.
The document discusses several topics related to human resource management:
1. The five main operative functions of human resource management are procurement, development, compensation, integration, and maintenance.
2. The key differences between personnel management and human resource management are that personnel management focuses on employees' grievances while human resource management focuses on employee welfare and development.
3. Major factors that affect human resource planning include both external factors like government policies, economic conditions, and technology as well as internal factors like company strategies and policies, job analysis, and production operations.
Human resource management involves managing employees to help an organization achieve its goals. Workforce planning forecasts future human resource needs and translates them into required employee numbers and skills. An effective workforce plan involves forecasting needs short, medium, and long term; reviewing forecasts regularly; and considering external factors. Ineffective planning can cause problems like recruitment issues, inadequate training, and high turnover.
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
2. CHAPTER LEARNING OUTCOMES
• AFTER READING THIS CHAPTER, YOU SHOULD BE ABLE TO:
• Understand the relationship between demand and supply forecasting techniques in the
HR planning process.
• Recognize the importance of effectively managing the supply of human capital.
• Discuss and evaluate the advantages and disadvantages of the following specific
methods of determining external and internal supply
• Recognize when an HR gap may be filled through substitution strategies such as
automation, or when the gap may be attributable mostly to the bullwhip effect.
3. Introduction
• Human capital must be obtained from a source that is either internal to the
organization (current employees) or external (individuals currently not
employed by the organization), or, more commonly, some combination of
these.
• Many organizations give preference to internal supply because :
1. It helps reinforce employee loyalty and performance.
2. Current employees are already socialized to the norms, rules, and
procedures of your organization, and so organizational fit is ensured.
3. The employer possesses detailed knowledge (as listed on its HRMS skill
inventories) of the employees' performance and KSAs over time (e.g., work
history and experience).
4. Internal labour markets provide employees some protection from economic
downturns, as employees can move from one job type to others.
4. SEGMENTING THE INTERNAL SUPPLY OF
HUMAN CAPITAL
• Firms should start looking at the kinds of human
capital skills or competencies that are critical to
solving organizational problems or that are key to
implementing the firm's strategy.
• However, employees working in the same job, who
hold similar sets of skills, may have very different
objectives when it comes to how the current job fits
into their own career objectives.
5. SEGMENTING THE INTERNAL SUPPLY OF
HUMAN CAPITAL
• When different groups of employees work in the same job but have different
work or career preferences, it may be possible to retain or develop more
than one of these employee segments with HR programs.
• Firms should understand each of the employee segments and provide HR
practices that appeal to each of these segments in unique ways.
• That way firms can influence the supply of human capital from each of
these segments in ways that ensure a strong supply of human capital.
6. HR SUPPLY PROGRAMS
• THE ROLE OF EMPLOYERS IN INFLUENCING SUPPLY
• If employers cannot find a sufficient supply of labour for certain jobs, they can
either change the nature of the job to be more attractive, train workers
themselves, or look at other labour pools.
7. HR SUPPLY PROGRAMS
• HR RETENTION PROGRAMS
• There is a need for organizations to monitor and control levels of absenteeism
and employee turnover.
• Apart from normal levels of retirement and voluntary turnover, high levels of
involuntary turnover normally signify a mismatch between the individual
and the organization.
8. HR SUPPLY PROGRAMS
• HR RETENTION PROGRAMS
• The costs of replacing current workers and acquiring new ones can be large.
"hard" costs:
a. advertisements, headhunter and recruiting fees,
b. interview training and travel costs,
c. administration expenses,
d. cost of lost production,
e. bonuses or increased salaries to act as inducements to join,
"soft" elements:
a. such as lost business and customer contacts,
b. decreased quantity or quality of work due to training and "learning curve" gaps,
c. orientation and training time, decline in team morale and productivity,
d. increased turnover due to the "follow me" effect) to consider.
9. HR SUPPLY PROGRAMS
• HR RETENTION PROGRAMS
• Organizations that demonstrate:
1. Attention should be paid to selection procedures to ensure that proper
skills and competencies are possessed by the individual,
2. orientation and training and development in ensuring that employees are
provided with clear guidance with regard to their employment and desired
performance levels.
3. effective communication programs;
4. maintaining an enjoyable work atmosphere;
5. designing meaningful jobs;
6. formulating and administering performance and compensation systems that
identify and differentially reward better performers based on clearly
communicated criteria;
7. and offering more flexible and attractive work arrangements (e.g.,
flextime, telecommuting, cafeteria-style benefit plans).
10. HR SUPPLY PROGRAMS
• HR RETENTlON PROGRAMS
• Mass customization in HR refers to the way in which the major aspects that
influence the employee relationship with the firm can be blended and molded
to suit the individual needs of the employee.
• Not only offering policies such as flexible work arrangements, core working
hours, telecommuting, cafeteria-style benefits, but allowing employees the
individual freedom to select how to receive these policies, and even the
option to select the mix of fixed and incentive pay all contribute to mass
customizing the employment experience.
• Mass customization of HR is intended to help maximize the employee
experience and ultimately enhance retention.
11. METHODS FOR MODELLING THE SUPPLY OF HUMAN
CAPITAL
• SKILLS AND MANAGEMENT INVENTORIES
• The first step in supply analysis is an examination of the number and capabilities of current
employees.
• A skills inventory is an individualized record held on each employee except those currently in
management or professional positions.
1. Personal information (e.g., name, number, job classification and compensation band)
2. Education, training, and skill competencies (e.g., certificates, licenses, and diplomas or
degrees completed, including the area of specialization, dates of attendance, and names of the
institutions)
3. Work history (e.g., date of hire, seniority, current job and supervisor, and previous jobs
held in the organization and the dates associated with them)
4. Performance ratings (i.e., a numerical score of performance history)
5. Career information (e.g., future jobs desired by employee and those recommended by
supervisors)
6. Hobbies and interests (including community and volunteer associations)
12. METHODS FOR MODELLING THE SUPPLY OF HUMAN
CAPITAL
• SKILLS AND MANAGEMENT INVENTORIES
• Management inventories individualized personnel record for managerial positions that contain:
1. A history of management or professional jobs held
2. A record of management or professional training courses and dates of completion
3. Key accountabilities for the current job (i.e., organizational resources, including the
size of the budget controlled, number of subordinates, important organizational
outcomes)
4. Assessment centre and appraisal data
• Only when an organization has a properly maintained HRMS, complete with the
skills and management inventories, is it really able to assess correctly the numbers
and competency levels of its current workforce.
• In this way, HR planners can determine the organization's workforce strengths and
weaknesses and plan training and development courses accordingly, while noting
which job openings must be filled from external sources because current employees
lack the skill competencies required.
13. METHODS FOR MODELLING THE SUPPLY OF HUMAN CAPITAL
• MARKOV MODELS
• A Markov model is a method to model the flow of human capital between
jobs within the organization based on historical movement patterns, to give a
deeper understanding of how employee movement affects the supply of
human capital beyond a simple estimate of turnover rates.
• Employee movement patterns in the organization are:
1. Remaining in the current job
2. Promotion to a higher classified job
3. A lateral transfer to a job with a similar classification level
4. Exit from the job (e.g., termination, layoff, voluntary leaving by the employee)
5. Demotion (which is relatively rare)
14. METHODS FOR MODELLING THE SUPPLY OF HUMAN CAPITAL
• MARKOV MODELS
• There are three main steps to using a Markov model for HR planning purposes:
First, collect historical data on mobility rates between jobs in the
organization.
Many organizations collect data on turnover rate, promotion rate, and rates of
lateral transfers and demotions.
Second, based on these data, develop matrices to forecast future movement
between jobs.
Third, use the forecasts of the model to analyze HR policies and programs,
and instigate the necessary adaptive measures
15.
16. METHODS FOR MODELLING THE SUPPLY OF HUMAN CAPITAL
• MOVEMENT ANALYSIS
• Movement analysis is a technique used to analyze the chain or ripple
(wave) effect that promotions or job losses have on the movements of
other employees in an organization.
Movement analysis enables the HR planner to select the desired mix or
percentage of internal and external supply
ranging from a promote-from-within policy to the other extreme of
replacing losses entirely through external hiring.
17. METHODS FOR MODELLING THE SUPPLY OF HUMAN CAPITAL
• MOVEMENT ANALYSIS
• The normal planning time horizon is one year
1. Starts with identifying the number of employees in each authority level at
the start of the forecasting period.
2. Consider changes in the level of staffing for the department,
whether we are going to increase the number of jobs in some or all authority
levels or downsize to reduce the total number of employees in the department.
1. Calculating the losses requiring replacement for each authority level of the
department because of promotions, transfers out of the department, voluntary
turnover, termination) that need to be replaced;
2. We add changes in staffing level to employee losses requiring replacement to
give us the total number of positions requiring replacement.
18. METHODS FOR MODELLING THE SUPPLY OF
HUMAN CAPITAL
• MOVEMENT ANALYSIS
• Tables 6.2 and 6.3 demonstrate the assumptions and outcome of a movement
analysis exercise.
• Table 6.2 shows the expected movement of employees at each job level in a
work unit.
• Taking these total changes at each level to Table 6.3, we see that the changes
made at each level are cumulative, so that 167 changes are required to
accommodate the call for 68 positions to be filled.
• By estimating the number of internal promotions and external hires,
movement analysis can help planners to ensure that the firm is able to
devote enough resources in the training and development of its current
employees (i.e., the (167-68) = 99 employees who would have taken up
positions at higher levels) and in the recruitment of the 68 new hires.
19.
20.
21. SUBSTITUTION AND OTHER GAP STRATEGIES
• After forecasting the demand for and the supply of human capital, the
difference between these two figures represents a surplus if the supply
exceeds demand, or a gap if the demand exceeds supply.
• In the event of a gap, firms must hire externally in the short term, but have a
few more options over the long term.
• Some strategies include outsourcing the extra requirement, focusing on
retention strategies to reduce voluntary terminations, increasing training and
development efforts to further develop the internal labour pool, and
substituting human efforts with automation
22. SUBSTITUTION AND OTHER GAP STRATEGIES
• MANAGING THE BULLWHIP EFFECT
• The bullwhip effect occurs when errors in estimates of supply become
amplified as those errors are compounded along the supply chain.
• For example, if the manager at a clothing retailer is uncertain as to the exact
supply of part-time salespeople in the store, he or she might decide to
estimate the supply a little on the low side just to ensure there is not a
shortfall of employees available to work part-time.
23. SUBSTITUTION AND OTHER GAP
STRATEGIES
• MANAGING THE BULLWHIP EFFECT
• When considering the demand for part-time salespeople, planners will reduce
risk by estimating demand a little on the high side, to make sure that there is
not a shortage of part-time salespeople.
• Now this error has been compounded, so when a gap analysis is examined
between the estimated demand for and supply of part-time salespeople, the
gap will be much larger than anticipated by either the demand or supply
estimate.
• This exaggerated gap gets passed to recruitment, who in order to reduce risk
will recruit for slightly more than the estimated amount to make sure there is
not a shortage of part-time sales people.
• This can waste recruitment resources, employee time, and the firm's money.
Editor's Notes
Let's use the example Markov analysis in Table 6.1 to gain a better understanding of how the analysis works. The matrix shows five jobs over two time periods; the current state, which is shown as Time 1 and is represented by the first column of numbers; and the expected future state, which is shown as Time 2 and is represented by the remainder of the matrix.
At Time 1, there are 100 kitchen staff, 150 servers, 50 hosts etc., for a total of 400 workers. The rows of the matrix represent the probability of movement from one job state to another from Time 1 to Time 2.
The first row, which includes the transitional probabilities for kitchen staff shows that our historical expectation is that 40 percent of kitchen staff stay in their job from Time 1 to Time 2, while 10 percent of kitchen staff move to server jobs, 5 percent of kitchen staff transition to hosts, 15 percent of kitchen staff transition to food prep jobs, and 30 percent leave the organization. The numbers below the percentage listings show the expected numbers of employees who will transition from one job state to another. For example, of the 100 kitchen workers at Time 1, 40 percent, or 40 kitchen workers will remain in the job at Time 2. If we add the total number of employees down each column we can see the total number of workers for each job in Time 2.
Looking at kitchen workers in Time 2, we expect that 40 will remain in the job, 15 will come from the server job, and 1.25 from the cook job, for a total of 56.25 kitchen workers expected at Time 2. This means that the supply of kitchen workers has gone down from 100 in Time 1 to 56 in Time 2, and the firm can look at its expected demand for kitchen workers in Time 2 to assess the degree to which 56 kitchen workers represents an expected shortfall.
Looking along the columns to see the expected number of workers that will be in each job at Time 2, we can see that the cook job has gone from 25 cooks in Time 1 to 32.5 cooks at Time 2. This is a different kind of problem that suggests that the career path for food prep workers is leading to a surplus of cooks. Based on these Markov model results, we can develop HR policies and redesign jobs to overcome the gaps and surpluses that are apparent as a result of the Markov analysis.
Staffing changes how many extra positions needed or people who were transferred to another position that year
Assuming that I will internally recruit all the positions to be filled I am trying to calculate the total movements after filling all the positions