Strategic workforce planning is a vital business activity that can help organizations avoid costly redundancies and better plan for future skill needs. The key steps in workforce planning include assessing future workforce demand based on business plans, identifying gaps between current and future needs, and implementing solutions such as retraining or redeployment. Workforce planning should be integrated with business planning and consider both divisional and organization-wide needs to minimize redundancies through redeployment of surplus skills. When done effectively, strategic workforce planning can help organizations ensure they have the right people with the right skills at the right time.
The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of the on-going transformation of resourcing strategy and practice in the UK. The Report focuses on the following areas:
- The increasing strategic importance of talent acquisition
- Key priorities for Resourcing professionals
- Measuring the effectiveness of talent acquisition strategies
- The capability and expertise of in-house teams
- The development of talent pipelines aligned to workforce plans
- Career pathways for in-house Resourcing professionals
10 STRATEGIC WORKFORCE PLANNINGWayne F. Cascio, Herman AguinisBenitoSumpter862
10 STRATEGIC WORKFORCE PLANNING
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
· 10.1 Describe the four components of the strategic workforce planning process and explain how they work together
· 10.2 Explain the relationship between strategic business plans and strategic workforce plans
· 10.3 Compare and contrast traditional and values-based approaches to developing strategy
· 10.4 Identify key talent management issues that arise at various business-planning horizons
· 10.5 Describe the multiple uncertainties that characterize supply and demand forecasts
· 10.6 Know the steps to take to avoid a crisis in leadership succession
· 10.7 Identify when it makes more sense to “buy” rather than “make” talent
· 10.8 Explain the kinds of information to collect when evaluating newly established versus well-established strategic workforce planning systems
The judicious use of human resources is a perpetual problem in society. Specific examples of talent management problems that are also top management problems include the following:
· Finding the specialized technical talent needed to staff specific programs of planned business expansion (e.g., Cappelli, 2008; Ostrower, 2017)
· Finding seasoned talent to manage new and expanding operations, including people with the capability eventually to assume senior management positions
· Developing competent, equitable talent management practices that will ensure compliance with EEO requirements and thus avoid the potentially large settlement costs of discrimination suits
· Devising alternatives to layoffs or, if layoffs become necessary, implementing fair and workable layoff policies that acknowledge the needs of all parties
· Improving productivity, especially among managerial and technical employees
· Managing career development opportunities so that an effective pool of talented people can be attracted, motivated, and retained over long periods of time
To a considerable extent, emphasis on improved talent management practices has arisen as a result of recognition by many senior leaders of the crucial role that talent plays in gaining and sustaining a competitive advantage in a global marketplace. It is the source of innovation and renewal. Despite these encouraging signs, it appears that, although most companies engage in some form of strategic business planning to assess periodically their basic missions and objectives, very few are practicing strategic HR management today.
Organizations will not have succeeded in fully using their human resources until they can answer the following questions (Cappelli, 2008; Maurer, 2017c):
· What talents, abilities, and skills are available within the organization today?
· Is there a talent pool that we can dependably draw from for tomorrow?
· What are the qualitative as well as quantitative talent demands of our growth plan?
· How can we embed the labor market context into every stage of the strategic workf ...
10 STRATEGIC WORKFORCE PLANNINGWayne F. Cascio, Herman AguinisSantosConleyha
10 STRATEGIC WORKFORCE PLANNING
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
· 10.1 Describe the four components of the strategic workforce planning process and explain how they work together
· 10.2 Explain the relationship between strategic business plans and strategic workforce plans
· 10.3 Compare and contrast traditional and values-based approaches to developing strategy
· 10.4 Identify key talent management issues that arise at various business-planning horizons
· 10.5 Describe the multiple uncertainties that characterize supply and demand forecasts
· 10.6 Know the steps to take to avoid a crisis in leadership succession
· 10.7 Identify when it makes more sense to “buy” rather than “make” talent
· 10.8 Explain the kinds of information to collect when evaluating newly established versus well-established strategic workforce planning systems
The judicious use of human resources is a perpetual problem in society. Specific examples of talent management problems that are also top management problems include the following:
· Finding the specialized technical talent needed to staff specific programs of planned business expansion (e.g., Cappelli, 2008; Ostrower, 2017)
· Finding seasoned talent to manage new and expanding operations, including people with the capability eventually to assume senior management positions
· Developing competent, equitable talent management practices that will ensure compliance with EEO requirements and thus avoid the potentially large settlement costs of discrimination suits
· Devising alternatives to layoffs or, if layoffs become necessary, implementing fair and workable layoff policies that acknowledge the needs of all parties
· Improving productivity, especially among managerial and technical employees
· Managing career development opportunities so that an effective pool of talented people can be attracted, motivated, and retained over long periods of time
To a considerable extent, emphasis on improved talent management practices has arisen as a result of recognition by many senior leaders of the crucial role that talent plays in gaining and sustaining a competitive advantage in a global marketplace. It is the source of innovation and renewal. Despite these encouraging signs, it appears that, although most companies engage in some form of strategic business planning to assess periodically their basic missions and objectives, very few are practicing strategic HR management today.
Organizations will not have succeeded in fully using their human resources until they can answer the following questions (Cappelli, 2008; Maurer, 2017c):
· What talents, abilities, and skills are available within the organization today?
· Is there a talent pool that we can dependably draw from for tomorrow?
· What are the qualitative as well as quantitative talent demands of our growth plan?
· How can we embed the labor market context into every stage of the strategic workf ...
This document provides a summary and recommendations for creating a workforce plan that can adapt to different economic conditions and scenarios. It recommends taking a portfolio approach that assesses the workforce's abilities, identifies a range of possible scenarios through SWOT analysis, and develops a portfolio of workforce strategies to respond to different circumstances. The portfolio should include future skills needs, investment in developing talent, and sourcing options. Conducting contextual and what-if scenario analysis helps organizations understand implications for the workforce and better prepare to maximize opportunities and minimize risks across economic cycles.
Contingency staffing has become a mainstay in permanent workforce strategies for many companies. There are several reasons for this, including lower costs since contingent workers do not require benefits or paid time off. Companies also gain flexibility with this staffing model. However, companies must develop strategies to integrate contingent workers and make them feel valued in order to maximize their performance and minimize risks like decreased loyalty. Human resources departments play a key role in developing these strategies through collaboration, clearly defining roles, onboarding processes, and effective communication with contingent staff.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
The advantages of implementing the employee benefits plan and tis role in red...AI Publications
The research entitled "Advantages of Implementing Employee Benefits Plan and its Role in decrease the Costs of Human Resource promotion" includes clarifying the benefits and advantages of applying the retirement benefit plan and its role in developing, upgrading, qualifying and utilizing the human resources properly for the establishment and improving its capacity and efficiency effectively, thus demonstrating its impact on reducing production cost. The elimination of waste and wasteful in units.The problem discussed by the study can be presented as follows ((wasteful wastefulness in the possibilities available, and the shortening of human resources in exploiting them)). In order to find solutions and offer treatments to get rid of this problem. The study clarifies and explains the concept and history of the retirement benefit plan and its definition and then the types of the retirement benefits plan and methods of participation The plan of retirement benefits and methods of participation in them as well as factors affecting them, and how to measure the cost of retirement benefits, and investment of retirement benefit funds and disclosed in the financial statements, and then indicate the importance of human resources in the facility and its functions and characteristics, which is characterized by a fundamental and strategic role in the preparation and training of cadres of humanity and training and improve Developing its capabilities and efficiency in the success and achievement of the objectives of the establishment. In order to give clarification on the problem of the study. In order to solve the research problem, the study relies on adopting the following in order to reach the results that represent suggested solutions to the problem at hand, the following basic hypothesis can be formulated: (The adoption and implementation of the retirement benefit plan makes improvement and development ability and efficiency of human resources and reduce costs and eliminate aspects of wastefulness, and waste).The researcher prepared a questionnaire and fact-finding by asking questions and conducting a statistical analysis of the opinions of the members of the research sample. The researcher reached to a number of results displayed in conclusions.
The Forum for In-house Recruitment Managers (The FIRM) and The Write Research Company have partnered on the development of this Strategic Talent Acquisition Report designed to form an analysis of the on-going transformation of resourcing strategy and practice in the UK. The Report focuses on the following areas:
- The increasing strategic importance of talent acquisition
- Key priorities for Resourcing professionals
- Measuring the effectiveness of talent acquisition strategies
- The capability and expertise of in-house teams
- The development of talent pipelines aligned to workforce plans
- Career pathways for in-house Resourcing professionals
10 STRATEGIC WORKFORCE PLANNINGWayne F. Cascio, Herman AguinisBenitoSumpter862
10 STRATEGIC WORKFORCE PLANNING
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
· 10.1 Describe the four components of the strategic workforce planning process and explain how they work together
· 10.2 Explain the relationship between strategic business plans and strategic workforce plans
· 10.3 Compare and contrast traditional and values-based approaches to developing strategy
· 10.4 Identify key talent management issues that arise at various business-planning horizons
· 10.5 Describe the multiple uncertainties that characterize supply and demand forecasts
· 10.6 Know the steps to take to avoid a crisis in leadership succession
· 10.7 Identify when it makes more sense to “buy” rather than “make” talent
· 10.8 Explain the kinds of information to collect when evaluating newly established versus well-established strategic workforce planning systems
The judicious use of human resources is a perpetual problem in society. Specific examples of talent management problems that are also top management problems include the following:
· Finding the specialized technical talent needed to staff specific programs of planned business expansion (e.g., Cappelli, 2008; Ostrower, 2017)
· Finding seasoned talent to manage new and expanding operations, including people with the capability eventually to assume senior management positions
· Developing competent, equitable talent management practices that will ensure compliance with EEO requirements and thus avoid the potentially large settlement costs of discrimination suits
· Devising alternatives to layoffs or, if layoffs become necessary, implementing fair and workable layoff policies that acknowledge the needs of all parties
· Improving productivity, especially among managerial and technical employees
· Managing career development opportunities so that an effective pool of talented people can be attracted, motivated, and retained over long periods of time
To a considerable extent, emphasis on improved talent management practices has arisen as a result of recognition by many senior leaders of the crucial role that talent plays in gaining and sustaining a competitive advantage in a global marketplace. It is the source of innovation and renewal. Despite these encouraging signs, it appears that, although most companies engage in some form of strategic business planning to assess periodically their basic missions and objectives, very few are practicing strategic HR management today.
Organizations will not have succeeded in fully using their human resources until they can answer the following questions (Cappelli, 2008; Maurer, 2017c):
· What talents, abilities, and skills are available within the organization today?
· Is there a talent pool that we can dependably draw from for tomorrow?
· What are the qualitative as well as quantitative talent demands of our growth plan?
· How can we embed the labor market context into every stage of the strategic workf ...
10 STRATEGIC WORKFORCE PLANNINGWayne F. Cascio, Herman AguinisSantosConleyha
10 STRATEGIC WORKFORCE PLANNING
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
· 10.1 Describe the four components of the strategic workforce planning process and explain how they work together
· 10.2 Explain the relationship between strategic business plans and strategic workforce plans
· 10.3 Compare and contrast traditional and values-based approaches to developing strategy
· 10.4 Identify key talent management issues that arise at various business-planning horizons
· 10.5 Describe the multiple uncertainties that characterize supply and demand forecasts
· 10.6 Know the steps to take to avoid a crisis in leadership succession
· 10.7 Identify when it makes more sense to “buy” rather than “make” talent
· 10.8 Explain the kinds of information to collect when evaluating newly established versus well-established strategic workforce planning systems
The judicious use of human resources is a perpetual problem in society. Specific examples of talent management problems that are also top management problems include the following:
· Finding the specialized technical talent needed to staff specific programs of planned business expansion (e.g., Cappelli, 2008; Ostrower, 2017)
· Finding seasoned talent to manage new and expanding operations, including people with the capability eventually to assume senior management positions
· Developing competent, equitable talent management practices that will ensure compliance with EEO requirements and thus avoid the potentially large settlement costs of discrimination suits
· Devising alternatives to layoffs or, if layoffs become necessary, implementing fair and workable layoff policies that acknowledge the needs of all parties
· Improving productivity, especially among managerial and technical employees
· Managing career development opportunities so that an effective pool of talented people can be attracted, motivated, and retained over long periods of time
To a considerable extent, emphasis on improved talent management practices has arisen as a result of recognition by many senior leaders of the crucial role that talent plays in gaining and sustaining a competitive advantage in a global marketplace. It is the source of innovation and renewal. Despite these encouraging signs, it appears that, although most companies engage in some form of strategic business planning to assess periodically their basic missions and objectives, very few are practicing strategic HR management today.
Organizations will not have succeeded in fully using their human resources until they can answer the following questions (Cappelli, 2008; Maurer, 2017c):
· What talents, abilities, and skills are available within the organization today?
· Is there a talent pool that we can dependably draw from for tomorrow?
· What are the qualitative as well as quantitative talent demands of our growth plan?
· How can we embed the labor market context into every stage of the strategic workf ...
This document provides a summary and recommendations for creating a workforce plan that can adapt to different economic conditions and scenarios. It recommends taking a portfolio approach that assesses the workforce's abilities, identifies a range of possible scenarios through SWOT analysis, and develops a portfolio of workforce strategies to respond to different circumstances. The portfolio should include future skills needs, investment in developing talent, and sourcing options. Conducting contextual and what-if scenario analysis helps organizations understand implications for the workforce and better prepare to maximize opportunities and minimize risks across economic cycles.
Contingency staffing has become a mainstay in permanent workforce strategies for many companies. There are several reasons for this, including lower costs since contingent workers do not require benefits or paid time off. Companies also gain flexibility with this staffing model. However, companies must develop strategies to integrate contingent workers and make them feel valued in order to maximize their performance and minimize risks like decreased loyalty. Human resources departments play a key role in developing these strategies through collaboration, clearly defining roles, onboarding processes, and effective communication with contingent staff.
This assignment look at the role of HR within Tescos supermarkets and further looks at how this role could be improved to better-meet the organisations objectives.
The advantages of implementing the employee benefits plan and tis role in red...AI Publications
The research entitled "Advantages of Implementing Employee Benefits Plan and its Role in decrease the Costs of Human Resource promotion" includes clarifying the benefits and advantages of applying the retirement benefit plan and its role in developing, upgrading, qualifying and utilizing the human resources properly for the establishment and improving its capacity and efficiency effectively, thus demonstrating its impact on reducing production cost. The elimination of waste and wasteful in units.The problem discussed by the study can be presented as follows ((wasteful wastefulness in the possibilities available, and the shortening of human resources in exploiting them)). In order to find solutions and offer treatments to get rid of this problem. The study clarifies and explains the concept and history of the retirement benefit plan and its definition and then the types of the retirement benefits plan and methods of participation The plan of retirement benefits and methods of participation in them as well as factors affecting them, and how to measure the cost of retirement benefits, and investment of retirement benefit funds and disclosed in the financial statements, and then indicate the importance of human resources in the facility and its functions and characteristics, which is characterized by a fundamental and strategic role in the preparation and training of cadres of humanity and training and improve Developing its capabilities and efficiency in the success and achievement of the objectives of the establishment. In order to give clarification on the problem of the study. In order to solve the research problem, the study relies on adopting the following in order to reach the results that represent suggested solutions to the problem at hand, the following basic hypothesis can be formulated: (The adoption and implementation of the retirement benefit plan makes improvement and development ability and efficiency of human resources and reduce costs and eliminate aspects of wastefulness, and waste).The researcher prepared a questionnaire and fact-finding by asking questions and conducting a statistical analysis of the opinions of the members of the research sample. The researcher reached to a number of results displayed in conclusions.
This document provides guidance on workforce planning practices. It begins by introducing workforce planning and explaining why it is important for organizations to engage in strategic workforce planning. It then covers understanding the organization and external environment, analyzing the current and potential workforce, determining future workforce needs, identifying workforce gaps, addressing gaps, and monitoring progress. The document emphasizes that workforce planning is an iterative process and provides examples of how different organizations have implemented workforce planning.
This document discusses talent management strategies for organizations. It defines talent management as the process of recruiting, developing, and retaining an organization's most important asset - its people. The document outlines five rules for effective talent management: 1) Invest differently in talent segments to optimize results 2) Measure programs' business impact 3) Let numbers drive talent decisions 4) Build adaptable skills 5) Simplify performance management. It emphasizes aligning talent strategies with business goals and using data-driven approaches. Effective talent management is important for organizational success, especially during economic changes.
It’s high time to come to terms with hcm – the superset of hrm!prj_publication
This document summarizes a research study on measuring human capital management (HCM) in the IT industry in India. The study uses a measurement tool developed by Laurie Bassi and Daniel McMurrer that evaluates HCM across five parameters: leadership practices, employee engagement, knowledge accessibility, workforce optimization, and organizational learning capacity. Each parameter contains four related factors. The study collected data from IT industry employees using a questionnaire to measure responses to statements related to the 20 factors. The objectives were to understand respondent demographics, determine if their organizations measure HCM, measure overall HCM value, and analyze correlations between HCM parameters. The study aims to help organizations better optimize HCM and performance through quantitative measurement.
Study of Human Resource Accounting Practicesiosrjce
Human Resource Accounting (HRA) was introduced in 1980s, it is the process of identifying,
communicating, and measuring data about human resources. It is highly complicated in today’s market to find
well knowledge, and highly motivated people. But Human Resource is one of the most important operations for
any organization or business. Without the human involvement can lose its efficiency in work, and all the areas
of business and levels human efficiency is required with machine efficiency. Thus companies have to recognize
and appreciate the value of their employees. It is worth and capital investments. The objective of this paper is to
study the Human Resources Accounting practices, to identify challenges and issues, and to give suggestions
based on the findings of the study.
This document discusses the importance of long-term and short-term human resources planning. It notes that while global competition requires long-term planning, rapidly changing needs mandate reliance on short-term plans. The document emphasizes that human resources planning is a critical business activity that must be integrated into overall business strategy and planning. Effective human resources planning ensures an organization has the right people with the right skills in the right places to achieve strategic objectives. The document provides an overview of the key components and principles of human resources planning.
This document provides a guide for strategic workforce planning for tax administrations. It outlines a 4-stage process for strategic workforce planning: 1) Environmental scanning to set strategic directions based on organizational objectives and budgets; 2) Forecasting future HR needs and supply; 3) Performing a gap analysis to identify mismatches and develop HR action plans; and 4) Monitoring and reporting on the plan. The guide contains tools and templates to help tax administrations implement each stage of strategic workforce planning to ensure they have the right people with the right skills.
This document discusses the viability of using data analytics in human resources. It begins by providing background on how the role of human resources has evolved from a clerical, administrative function to a more strategic business partner. It then discusses some potential barriers to implementing effective HR analytics, including a lack of understanding of data and analytics, insufficient statistical skills within HR, and issues with data sourcing and quality. The document concludes by providing examples of how analytics have been successfully applied to recruitment and selection processes and employee retention efforts.
This document is a project report submitted for a Master's degree in Business Administration. It discusses employee retention in the private sector. The introduction provides background on human resource management and employee retention. Retaining key employees is critical for an organization's long-term success. Effective retention strategies consider compensation, work environment, opportunities for growth, relationships, and support. High employee turnover can be very costly for companies.
Human Resources And The Human Resource DepartmentAngela Weber
Human resources play a vital role in organizations by managing employees and ensuring legal and regulatory compliance. However, in some small businesses, HR functions are not formally organized due to limited resources. This can negatively impact employees if basic HR needs are not met. Outsourcing HR is recommended for small businesses as it allows the company to focus on core operations while benefiting from professional HR expertise at a lower cost than hiring internal HR staff. Outsourcing also helps reduce risks from non-compliance with employment laws. Overall, properly managing HR is important for business success and for treating employees with dignity.
Whitepaper Why Hr Asset Management Is Critical Detroit
Employees are a company's most valuable asset. However, many companies mismanage this asset and fail to utilize employees effectively. There are several reasons for redundancies in human resources, including inability to forecast needs, lack of strategic focus, and inefficient hiring practices. To avoid over-hiring and layoffs, companies must plan sustainable growth, acquire flexible employees, match resources to strategy, and develop a performance-driven culture. Maintaining a stable, high-performing workforce is critical for business success.
Human Resource Management (HRM) focuses on managing employee relationships to maximize business objectives and employee satisfaction. HRM policies aim to increase organizational integration, employee commitment, flexibility, and work quality. Cultural and demographic differences within the workforce require ethical hiring practices regardless of beliefs. Key HRM functions that determine organizational success include planning, recruitment, training, and development.
500+ words are a good guideline to help you to be substantive enou.docxalinainglis
500+ words are a good guideline to help you to be substantive enough to provide a reasonable amount of interest and effort for this activity.
Spelling and grammar is also worth a significant portion of your grade. Do not overlook these important components.
Week 3 Discussion
As the Chief Human Resource Officer of Community State University, your legal team has just contacted you. They informed you that your organization has been selected to undergo a Federal I-9 audit. You decided to do a spot check on 5 random departments and noticed that numerous I-9’s was completed incorrectly. You only have one month before the auditors arrive to do an entire I-9 audit on over 100 departments and the president of the university expects a strategic plan on how to tackle this issue in 2 days.
For the first part of your post, briefly describe the immigration forms and documents needed to work in the United States. Research and review an I-9 Form and list the documents you would produce to establish legal U.S. status.
For the second part of your post, use Figure 2-1 Strategic Planning process for the Organization (Mathis, 2017, p. 44) to recommend a plan of action to correct the deficient forms described in the scenario above. Remember this plan will be presented to the University president, should include a short and long- term solution for the I-9 completion process.
For the third part of your post, analyze whether the I-9 Form and other documents are enough to establish legal status in the U.S. and are adequate protection for employers. Justify one additional safeguard that could be added to protect the employer from unknowingly hiring an illegal immigrant.
Human Resource Management, 15th Edition
CHAPTER 2
Reference Information for textbook
Reference
Mathis, Robert L. Human Resource Management, 15th. (Edition) [Vital Source Digital Version]. Retrieved from http://www.bookshelf, vitalsourse.com/books/
I was not sure how much of this chapter you would need so I just furnished the whole chapter. I know that one part calls for pg. 44 to be used I could not copy any of the figures but I did get what kind it is so maybe you could find the charts online somewhere.
Strategic Planning process for the Organization
2-1 Organizational Strategic Planning
Strategic planning is the process of defining organizational strategy, or direction, and allocating resources (capital and people) toward its achievement. Successful organizations engage in this core business process on an ongoing basis. The strategic plan serves as the road map that gives the organization direction and aligns resources. The strategic planning process involves several sequential steps that focus on the future of the firm; Figure 2-1 shows these steps. (Mathis 44-45)
2-1a Strategy Formulation
The strategic planning cycle typically covers a three- to five-year time frame, although some firms conduct long-term planning that can cover 10 years or more. When formulating the strategi.
This document provides guidelines for developing, implementing, and evaluating effective performance management systems. It discusses key aspects of the performance management process including performance planning, ongoing feedback, employee input, evaluation, and review. The guidelines recommend ensuring alignment with other HR systems, getting organizational buy-in, effective communication, automation, pilot testing, training, and continuous evaluation and improvement. The overall aim is to present research-based best practices to help organizations strengthen performance management.
This document provides a guide to principles of contract interpretation, beginning with an introduction explaining the purpose and scope. It then presents a flow chart for contract interpretation and an outline of key principles and case law. The principles are organized into sections on determining intent, defining ambiguity, assessing ambiguity, interpreting unambiguous/ambiguous provisions, and specific substantive areas. When a provision is ambiguous, extrinsic evidence may be considered to determine intent as a question of fact. The goal is to determine the intent of the parties at the time of contracting.
This document provides an overview and summary of Deloitte's 2017 Global Human Capital Trends report. It discusses the forces driving rapid change in business today due to digital technologies and outlines 10 trends identified in the report that organizations need to address to adapt to this changing environment, including building the organization of the future, careers and learning, talent acquisition, employee experience, performance management, leadership, digital HR, people analytics, diversity and inclusion, and the future of work. The report is based on a survey of over 10,000 business and HR leaders from around the world.
Human Res Mgmt Journal - 2011 - Wright - Exploring human capital putting hu...ValerieBez1
This document summarizes research on conceptualizing and measuring human capital within strategic human resource management (SHRM). It discusses how the field of SHRM initially focused on HR practices but has rediscovered interest in human capital. The document reviews definitions of human capital from economics and psychology perspectives and identifies issues with measuring human capital at different levels of analysis. It proposes that future SHRM research should provide a more detailed analysis of human capital as the resource that can provide competitive advantage.
Human Relations Special Issue Call for Papers: Constructing Identity Inorgani...ValerieBez1
This document announces a call for papers for a special issue of the journal Human Relations on the topic of constructing identity in organizations. The guest editors invite conceptual and empirical submissions that explore how organizational actors discursively construct personal, professional, and organizational identities through various discourses. Accepted papers will offer new perspectives on identity informed by discourse analysis. The deadline for submissions is June 15, 2007.
Human Relations in Organizations: Collaborative Writing by BeginnersValerieBez1
This document summarizes an organizational analysis paper assignment given in a human relations course. The professor had student groups conduct mini-diagnostic studies of organizations to learn theories in practice. Groups of up to 5 students chose an organization to study. They researched it, contacted it to get permission to study, developed surveys/questions, interviewed employees, analyzed data, and wrote a report. The professor provided guidance and deadlines to encourage quality work within a tight timeframe. Student feedback indicated the collaborative project and professor's management style fostered respect, trust, and cohesion among groups.
Diagnosing Human Relations in OrganizationsValerieBez1
This review summarizes the book "Diagnosing Human Relations in Organizations" by Chris Argyris. The book describes a study conducted with nurses and management at a hospital to understand problems in their relationships. Researchers asked both groups about problems and suggestions. For nurses, important findings were their need to feel indispensable but also maintain independence, as well as satisfaction from patient care but not desire for management roles. The book provides suggestions for management to improve work satisfaction and understanding between groups. It also has implications for nursing education. The review praises the book for revealing relationship pressures and tensions in hospitals and offering corrective measures.
This document provides guidance on workforce planning practices. It begins by introducing workforce planning and explaining why it is important for organizations to engage in strategic workforce planning. It then covers understanding the organization and external environment, analyzing the current and potential workforce, determining future workforce needs, identifying workforce gaps, addressing gaps, and monitoring progress. The document emphasizes that workforce planning is an iterative process and provides examples of how different organizations have implemented workforce planning.
This document discusses talent management strategies for organizations. It defines talent management as the process of recruiting, developing, and retaining an organization's most important asset - its people. The document outlines five rules for effective talent management: 1) Invest differently in talent segments to optimize results 2) Measure programs' business impact 3) Let numbers drive talent decisions 4) Build adaptable skills 5) Simplify performance management. It emphasizes aligning talent strategies with business goals and using data-driven approaches. Effective talent management is important for organizational success, especially during economic changes.
It’s high time to come to terms with hcm – the superset of hrm!prj_publication
This document summarizes a research study on measuring human capital management (HCM) in the IT industry in India. The study uses a measurement tool developed by Laurie Bassi and Daniel McMurrer that evaluates HCM across five parameters: leadership practices, employee engagement, knowledge accessibility, workforce optimization, and organizational learning capacity. Each parameter contains four related factors. The study collected data from IT industry employees using a questionnaire to measure responses to statements related to the 20 factors. The objectives were to understand respondent demographics, determine if their organizations measure HCM, measure overall HCM value, and analyze correlations between HCM parameters. The study aims to help organizations better optimize HCM and performance through quantitative measurement.
Study of Human Resource Accounting Practicesiosrjce
Human Resource Accounting (HRA) was introduced in 1980s, it is the process of identifying,
communicating, and measuring data about human resources. It is highly complicated in today’s market to find
well knowledge, and highly motivated people. But Human Resource is one of the most important operations for
any organization or business. Without the human involvement can lose its efficiency in work, and all the areas
of business and levels human efficiency is required with machine efficiency. Thus companies have to recognize
and appreciate the value of their employees. It is worth and capital investments. The objective of this paper is to
study the Human Resources Accounting practices, to identify challenges and issues, and to give suggestions
based on the findings of the study.
This document discusses the importance of long-term and short-term human resources planning. It notes that while global competition requires long-term planning, rapidly changing needs mandate reliance on short-term plans. The document emphasizes that human resources planning is a critical business activity that must be integrated into overall business strategy and planning. Effective human resources planning ensures an organization has the right people with the right skills in the right places to achieve strategic objectives. The document provides an overview of the key components and principles of human resources planning.
This document provides a guide for strategic workforce planning for tax administrations. It outlines a 4-stage process for strategic workforce planning: 1) Environmental scanning to set strategic directions based on organizational objectives and budgets; 2) Forecasting future HR needs and supply; 3) Performing a gap analysis to identify mismatches and develop HR action plans; and 4) Monitoring and reporting on the plan. The guide contains tools and templates to help tax administrations implement each stage of strategic workforce planning to ensure they have the right people with the right skills.
This document discusses the viability of using data analytics in human resources. It begins by providing background on how the role of human resources has evolved from a clerical, administrative function to a more strategic business partner. It then discusses some potential barriers to implementing effective HR analytics, including a lack of understanding of data and analytics, insufficient statistical skills within HR, and issues with data sourcing and quality. The document concludes by providing examples of how analytics have been successfully applied to recruitment and selection processes and employee retention efforts.
This document is a project report submitted for a Master's degree in Business Administration. It discusses employee retention in the private sector. The introduction provides background on human resource management and employee retention. Retaining key employees is critical for an organization's long-term success. Effective retention strategies consider compensation, work environment, opportunities for growth, relationships, and support. High employee turnover can be very costly for companies.
Human Resources And The Human Resource DepartmentAngela Weber
Human resources play a vital role in organizations by managing employees and ensuring legal and regulatory compliance. However, in some small businesses, HR functions are not formally organized due to limited resources. This can negatively impact employees if basic HR needs are not met. Outsourcing HR is recommended for small businesses as it allows the company to focus on core operations while benefiting from professional HR expertise at a lower cost than hiring internal HR staff. Outsourcing also helps reduce risks from non-compliance with employment laws. Overall, properly managing HR is important for business success and for treating employees with dignity.
Whitepaper Why Hr Asset Management Is Critical Detroit
Employees are a company's most valuable asset. However, many companies mismanage this asset and fail to utilize employees effectively. There are several reasons for redundancies in human resources, including inability to forecast needs, lack of strategic focus, and inefficient hiring practices. To avoid over-hiring and layoffs, companies must plan sustainable growth, acquire flexible employees, match resources to strategy, and develop a performance-driven culture. Maintaining a stable, high-performing workforce is critical for business success.
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500+ words are a good guideline to help you to be substantive enough to provide a reasonable amount of interest and effort for this activity.
Spelling and grammar is also worth a significant portion of your grade. Do not overlook these important components.
Week 3 Discussion
As the Chief Human Resource Officer of Community State University, your legal team has just contacted you. They informed you that your organization has been selected to undergo a Federal I-9 audit. You decided to do a spot check on 5 random departments and noticed that numerous I-9’s was completed incorrectly. You only have one month before the auditors arrive to do an entire I-9 audit on over 100 departments and the president of the university expects a strategic plan on how to tackle this issue in 2 days.
For the first part of your post, briefly describe the immigration forms and documents needed to work in the United States. Research and review an I-9 Form and list the documents you would produce to establish legal U.S. status.
For the second part of your post, use Figure 2-1 Strategic Planning process for the Organization (Mathis, 2017, p. 44) to recommend a plan of action to correct the deficient forms described in the scenario above. Remember this plan will be presented to the University president, should include a short and long- term solution for the I-9 completion process.
For the third part of your post, analyze whether the I-9 Form and other documents are enough to establish legal status in the U.S. and are adequate protection for employers. Justify one additional safeguard that could be added to protect the employer from unknowingly hiring an illegal immigrant.
Human Resource Management, 15th Edition
CHAPTER 2
Reference Information for textbook
Reference
Mathis, Robert L. Human Resource Management, 15th. (Edition) [Vital Source Digital Version]. Retrieved from http://www.bookshelf, vitalsourse.com/books/
I was not sure how much of this chapter you would need so I just furnished the whole chapter. I know that one part calls for pg. 44 to be used I could not copy any of the figures but I did get what kind it is so maybe you could find the charts online somewhere.
Strategic Planning process for the Organization
2-1 Organizational Strategic Planning
Strategic planning is the process of defining organizational strategy, or direction, and allocating resources (capital and people) toward its achievement. Successful organizations engage in this core business process on an ongoing basis. The strategic plan serves as the road map that gives the organization direction and aligns resources. The strategic planning process involves several sequential steps that focus on the future of the firm; Figure 2-1 shows these steps. (Mathis 44-45)
2-1a Strategy Formulation
The strategic planning cycle typically covers a three- to five-year time frame, although some firms conduct long-term planning that can cover 10 years or more. When formulating the strategi.
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Strategic workforce planning
1. Strategic HR Review
Strategic workforce planning – a vital business activity
Andrew Mayo
Article information:
To cite this document:
Andrew Mayo , (2015),"Strategic workforce planning – a vital business activity", Strategic HR Review, Vol. 14 Iss 5 pp. 174 -
181
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http://dx.doi.org/10.1108/SHR-08-2015-0063
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Marcello Sambartolo, (2015),"Keys to optimising workforce resources across the enterprise", Strategic HR Review, Vol. 14
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Pradeep Sahay, (2015),"The complexity of recruiting", Strategic HR Review, Vol. 14 Iss 5 pp. 182-187 http://
dx.doi.org/10.1108/SHR-04-2015-0034
J.A. Curson, M.E. Dell, R.A. Wilson, D.L. Bosworth, B. Baldauf, (2010),"Who does workforce planning well?: Workforce
review team rapid review summary", International Journal of Health Care Quality Assurance, Vol. 23 Iss 1 pp. 110-119 http://
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3. To what extent could better planning have avoided some at least of this expenditure? Of
course many job losses are due to the genuine cessation of particular roles, although
nobody knows how much is merely due to “restructuring”. How many people could have
been retrained or redeployed? “Strategic Workforce Planning” is a discipline that looks
ahead and has the potential to see what is coming, or is likely to come, and to take
proactive action. No responsible person in the public sector in 2008 could say they did not
see cuts coming in public expenditure – but how far were they looking ahead?
Workforce planning was originally called manpower planning. This was reflected in the
titles of the leading organisations in the field. For instance, the Manpower Society was
founded in 1970 to specifically focus on this discipline. It was renamed the HR Society in
2000. The Institute of Manpower Studies (established 1969) was a founder member (along
with the then Institute of Personnel Management) and this itself was renamed the Institute
of Employment Studies.
Workforce planning in the 1970s and 1980s had a strong orientation towards large, stable
jobs-for-life organisations, with many young entrants of different kinds, who moved up a
clearly defined hierarchy. This enabled some fairly scientific forecasting. The seminal book
of this era was The Manpower Planning Handbook, (Bennison and Casson, 1984) and – of
its genre – it has hardly been bettered since. It showed how to map career paths, analyse
attrition and calculate future replacements by grade This discipline however later went out
of fashion, as the world became more turbulent, as finance functions began to dominate
organisations and careers became more flexible. The world moved to being much more
reactive. By the early 2000s there were not a lot of opportunities for workforce planners.
At the same time, Dave Ulrich of the University of Michigan galvanised HR into thinking of
themselves as “strategic partners”. Many still struggle with what this means in practice, but
little could be more strategic than ensuring the organisation has “the right people in the
right place at the right time with the right skills and the right contract” i.e. has the HRs
necessary (whether full time employees or not) to ensure the business plans and objectives
can be achieved. This is not a one year “headcount plan”, dictated by the budget available.
It is an exercise that starts off bypassing financial considerations and seeks to interpret
business plans in terms of the numbers and skills, by role, that will be needed to deliver the
products and services in the plan. In due course, this will have to be matched with the
financial resources available and choices and judgements made, but this is a second
stage.
A definition
The main drawback of the description of strategic workforce planning given above is that
it implies that workforce planning is an exact science that can produce right answers. This
may discourage managers from participating in it because they are conscious of the many
uncertainties ahead and are very focused on the current year. However, it is better to be
approximately right than exactly wrong – and to understand trends and directions that will
require actions in advance. A better definition is:
Workforce planning is the strategic alignment of an organisation’s human capital with its
business direction. It is a methodical process of analysing the current workforce, determining
Workforce planning in the 1970s and 1980s had a strong
orientation towards large, stable jobs-for-life organisations,
with many young entrants of different kinds, who moved up a
clearly defined hierarchy.
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4. future workforce needs, identifying the gap between the present and the future, and
implementing solutions so the organisation can accomplish its mission, goals, and objectives.
(Minnesota Management and Budget)
Workforce planning needs to be a fully integrated part of the business planning process. It
needs to be owned both at divisional level and organisation-wide – only at that level can
redundancies be avoided by the overview of skill deficits and surpluses and therefore
redeployment or retraining.
The steps involved in the process
Essentially there are four key steps:
1. Workforce demand planning – the goal of this stage is to estimate the demand for
different job roles, and specific strategic skills, over chosen time periods of the
business plan. It will take account of both internal and external factors.
2. This will give us a gap (which may be positive or negative) between what is needed and
what we have now. To this, we must add a calculation of the “replacement need” based
on workforce flows.
3. The next stage is to look at the supply available. This may come internally through
transfers, trainees or promotions. The balance will be sought externally and we need to
assess availability in the market place.
4. As we analyse demand vs supply, this may lead us to take some strategic decisions to
ensure the gaps will be closed in the future – or, in the case where the gap is negative,
what steps we can take to avoid redundancy.
Organisations will vary in the way they apply these steps. Those with long-term capital
planning such as the oil, chemicals and transport industries will have long-term plans. At
the other extreme are project-based organisations where the HR needs vary enormously
according to projects obtained. In shipbuilding or construction, a project may last as much
as five years; in IT or consultancy, it may be as little as two months. The International
Olympic Committee provides an excellent guide to the complex workforce planning needs
for staging the Games, normally a five-year project. Such organisations need to plan by
project, and each group of employees has an expected employment period.
In between are those with typically three to five years strategic plans (the majority), seeking
“business as usual” and subject to the winds of the market. Whole industries have shrunk
almost beyond trace over the years and new ones have emerged. In contrast to this, most
of the public sector often argue that they are subject to the vagaries of political policy and
the Treasury and can rarely plan ahead for long. In practice, the bulk of what most of them
do continues to stay in place over the years.
Demand and scenario planning
Just as the Finance Director breaks down the financial planning process into budget
holders so we need to decide how to break down the workforce. This would normally be
Workforce planning needs to be a fully integrated part of the
business planning process. It needs to be owned both at
divisional level and organisation-wide – only at that level can
redundancies be avoided by the overview of skill deficits and
surpluses and therefore redeployment or retraining.
PAGE 176 STRATEGIC HR REVIEW VOL. 14 NO. 5 2015
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5. done by dividing it into “job families”. A job family is defined as a group of staff who share
similar characteristics, such as:
Common professional qualifications or training;
A specialist or scarce skill;
A similar labour market (this may be dictated by geography); and
A broadly similar level in the organisation hierarchy.
Unlike budgeting, this does not necessarily follow the current organisational structure – as
some job families will span several departments. So a first stage in implementing this
process is to set up these job families.
Some experts argue that strategic workforce planning should concentrate only on job
families and skills that are mission critical or require long training periods. Certainly, this
would be a place to start. But the advantage of taking the complete picture is that it enables
potential rebalancing of deficits and surpluses.
A second decision concerns the “unit of human resource”. This would normally be defined
as “a full time equivalent” – i.e. an employee working for 35 or 37 hours a week, with holiday
allowances and perhaps an average sickness/training allowance built in also. The number
of full-time equivalent (FTE) that our analysis comes up with will then be converted into
different kinds of resource contracts – either as employees or as contractors.
We would expect a full analysis of external factors to be undertaken by the strategic
planners in preparing the business plans. This would include looking at sector
development and competition, the impact of technology, political and regulatory factors
and stakeholder expectations. The future is uncertain, however, and so the techniques of
scenario planning need to be deployed. Thus, in the public sector, we could look at
different levels of imposed cuts or digital investment. In the private sector, we might look at
different growth scenarios or new product success. Each scenario can be given a
probability and will have both financial and workforce implications.
A strategic plan is not much help to the workforce planner if all it contains is a set of qualitative
aspirations, with no numbers. Ideally it will specify, preferably under different scenarios, the
number of products and services to be delivered year by year. It is often the second level
plans – at divisional or department level – that will provide the necessary detail. At this level,
plans will take account of new systems, organisational structure change, productivity
improvements, role changes and so on. The challenge then is how to translate all this into units
of HR.
We start with “front line” people directly related to delivery – such as manufacturing
operators, service workers, installation engineers, salespeople and so on - and their
typical resourcing ratios – usually referred to as productivity ratios, as they compare
output with input. We have historical data available on these ratios but may also want
to do some benchmarking, especially on standard industry wide comparators. We may
therefore set new targets on productivity as a result or progressive improvement from
period to period.
Some examples of these ratios would be:
Just as the Finance Director breaks down the financial
planning process into budget holders so we need to decide
how to break down the workforce.
VOL. 14 NO. 5 2015 STRATEGIC HR REVIEW PAGE 177
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6. Nurses per ten occupied hospital beds;
Policemen per 1,000 population;
Sales people per £100 K target;
Operators per shift per assembly line;
Labour hours to produce a car;
Call centre operators per 100 customers or 100 sales calls;
Sales assistants per square metre of retail store; and
Lecturers per 100 students.
In some cases, a composite crew is defined per item of operational equipment e.g:
Per aircraft, train or ship;
Per drilling rig;
Per public library; and
Per chain style restaurant.
Front-line employees then require direct support. They need supervision and management,
technical and quality support, planners and monitors. For example, for every ten front-line
people, what kind of support is needed and how much? These become job family: job
family ratios and form part of our planning data. Here are some examples:
Workers per supervisor;
Technical support engineers per salesperson;
Technicians per ten lecturers; and
Schedulers per 100 operators.
Finally, we have “second line support” people – overheads such as finance, IT, HR, public
relation, legal and senior management. As small groups, they may be evaluated and
planned for individually. Many will be determined as a ratio to all employees (this is
common in HR). Others such as IT will have a base level of support related to the number
of systems or desk users, plus separately evaluated projects.
The ratios used above are very likely to be derived from history or current practice. It
is the job of the workforce planner to bring in benchmark data, conduct workshops on
process redesign or discussions around “in a greenfield organisation what would you
do?”. These discussions or workshops may result in two plans – the “practical” and the
“ideal”. Over a five-year period, with setting the “ideal” as a target our workforce plan
may take on a different shape.
Adding in replacement needs
The above analysis helps us to understand the different needs for job families at various
points in the future. Life is however dynamic and meanwhile individuals join and leave
the job family. We need to predict the replacement requirements, and to do this, we
need some good data and some judgement about the extent to which the past predicts
the future. We may take some deliberate actions to change these flows depending on
the result of the analysis. Figure 1 shows the different types of flow in and out and can
be used to calculate “R” – the recruitment or “redeployment” need for a specified
period.
In this example, although we are reducing the establishment by 100 over the period, the
calculation shows a need only for ten to be redeployed, and we may decide to allow a
slightly higher end of year figure so that time will take care of this number.
PAGE 178 STRATEGIC HR REVIEW VOL. 14 NO. 5 2015
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7. Supply analysis
Before we examine the sources of supply, we need to translate our demand for FTE’s into
“real” people. That will depend on our chosen mix of contracts. Figure 2 shows an example
of how a total demand figure may be broken down.
Our recruitment plan will be based on actual employees. First, we see what can be sourced
internally. This requires us to assess the potential of people – to be promoted or to retrain –
and this is often not done well. So-called “high potentials” may be identified, but there are
different kinds of potential. Internal sources will therefore include:
Transfers from another job family, with or without retraining;
Promotions from lower grades; and
Maturing trainees.
We will have taken account of these when doing the manpower flow model. External
sourcing depends on availability, and it is an increasing problem in the UK to find a number
of scarce skills in the labour market, both currently and as we look ahead to the future. We
may find we are left with gaps.
Figure 1 Modelling workforce flows
T (in) = 0
P (in) = 20
NURSES
RT = 18
+ TU (14%)
+ T (out) 22
P (out) = 10
P: promoons RT: Rerement TU = voluntary turnover
R: recruitment T: Transfers from other job family
N today (550) N in 12 mths(450)
R = N(projected) – N(now) + (RT+TU+T(out) + P(out)) – (P(in) + T(in))
+ R
450 – 550 + (18 + 70 + 22 + 10) – ( 20 + 0)
R = = –10
Figure 2 Translating FTEs’ to employees
Consultants
Agency/temps
Job
shares
at
0.5
Overme
Outsourced
Part
Ɵme
ave
0.6
Full
me
Job family
FTE’s
Project Managers 10 10 0 0 0 0 0 0
Designers 42 20 3 12 6 0 1 0
Programmers 114 58 10 0 5 41 0 0
Technical authors 11 1 0 0 0 10 0 0
Admin/IT support 24 7 3 4 3 2 0 5
FTE Equivalent
Soware producon
= People employed 10 10
= People employed 52 20 20 12
= People employed 68 58 0 10
= People employed 1
= People employed 20 7 7 6
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8. Proactive actions to close predicted gaps
This systematic planning process enables organisations to take proactive action to fill these
gaps ahead of time. Here are just a few examples of such actions:
Sourcing from abroad: According to the Guardian, one in four nurses is recruited
expensively from abroad due to a shortage in the UK.
Increasing the number of trainees: Too often, the number of trainees is dictated by
current financial constraints, yet they are not being hired for today’s needs but those of
tomorrow. According to Dr Peter Carter, chief executive of the Nursing College, 30,000
people in the UK who wanted to train as nurses had been turned away from courses
last year, because too few places were funded.
Working with universities and colleges to create special skills courses: Back in 2008
– National Grid forecast a shortage of power system engineers (amongst other
roles) due partly to a peak in retirements. They worked with the University of
Warwick to train future employees they had selected from schools directly – a
four-year process.
Changing career and training paths: Deutsche Bahn forecast a need for new types
of signalmen and had a bottleneck in their traditional career structure. They needed
to source these from within or risk industrial strife. By creating an alternative
structure, they were able to accelerate training for sufficient individuals to meet the
need.
Changing HR policies and practices: To enhance attractiveness as an employer,
retain more staff, provide more employee-centred flexibility such as progressive
retirement – the National Grid reviewed all of these.
Adjusting the mix of employees vs contractors: This is not necessarily desirable and
would be a short-term action. It is, currently, causing considerable additional cost
in the NHS, but also in the oil exploration industry, there is a global shortage of
petrotechnical professionals and it is to the advantage of individuals to go
freelance. Maersk Oil of Denmark is working hard to provide more attractive
benefits and career options to encourage employees to join and stay.
Summary
All these initiatives result from the discipline of workforce planning. Turbulence and
uncertainty are not an excuse for not doing it. Without it, organisations will find
themselves firefighting and merely reactive. They will also waste money unnecessarily
as we have seen. A strategic workforce planning process is not expensive to run in
systems and resources, but there is a people investment in the initial design of the
process. This may take a year to do with a lot of dialogue with managers and planners.
Once in place, it can be revised periodically. The dream goal would be no
redundancies and no vacancies or shortages of needed skills at any time. It is a goal
worth aiming for, even though it is unlikely to be achieved in full, as every stakeholder
in an organisation will benefit.
Further reading
Boffey, D. (2015), The Guardian, April 4 2015.
CIPD (2010), Workforce Planning Guide, Spring 2010.
Dennison, M. and Cannon, J. (1983), The Manpower Planning Handbook, McGraw Hill 1983.
Donnelly, L. (2015), The Daily Telegraph, 22 May 2015.
HM Treasury (2015), Recovery of Public Sector Exit Payments.
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9. Lambert A (2009), Strategic People Planning in an Age of Uncertainty, Corporate Research Forum,
November 2009.
Mayo, A., Human Resources or Human Capital – a Guide to Managing People as Assets, Gower, 2012.
Robinson, D. and Hirsh, W. (2008), Workforce Planning Guide, Institute of Employment Studies Report
No. 451, 2008.
www.hrsociety.co.uk
About the author
Andrew Mayo spent nearly 30 years in large corporations in both line and HR positions.
Since 1995, he has run a consultancy company specialising in developing individual and
organisational capability and is Professor of Human Capital Management at Middlesex
University. He has authored a number of books, specialising in strategy and metrics and
was President of the HR Society for six years. He is a member of the editorial board of
Strategic HR Review. Andrew Mayo can be contacted at: andrew.mayo@
mayolearning.com
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