Class Notes (810,913)
Human Resources (1,129)
MHR 523 (469)
Lecture

# Human Resources Management Ch 5

3 Pages
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School
Ryerson University
Department
Human Resources
Course
MHR 523
Professor
Margaret Yap
Semester
Winter

Description
Chapter 5 ± Human Resources Planning Human resources planning (HRP) ± process of forecasting future HR requirements to ensure organization will have required number of employees with necessary skills to meet its strategic objectives; goal: supply = demand, right KSAs in right place, at right time with right price 1. Forecasting future HR needs (demand) a. Projected turnover /retirements (resignations, terminations) b. Quality & nature of employees relative to needs c. Decisions to regarding product quality or enter into new markets d. Plans for technological & admin changes to increase productivity & reducing head count e. Financial resources available (budgets) 2. Forecasting availability of internal & external candidates (supply) 3. Planning & implementing HR programs to balance supply & demand - #09,L389,9:86:48:55O\20098/02,3/\4:/43¶9Z,399K0294O0,;0\4: Trend analysis ± 70;L0Z1L72¶85,89025O4\2039O0;0O8 over period of years to predict future needs Ratio analysis ± forecasting technique, determining future staff needs using ratios between some casual factor (sales volume) & number of employees needed Scatter plot ± graphical method, help identify relationship between 2 variables Regression analysis ± statistical technique, use of mathematical formula to project future demands based 43089,-OL8K0/70O,9L438KL5-09Z00347J,3L],9L43¶8025O4\2039O0;0O/050ndent variable) & some measurable factor of output (independent) Demand (Qualaiitative) Nominal group technique ± decision making, involves group of experts meeting face to face; steps include independent idea generation, clarification, open discussion, private assessment; internalmembers 1. Each member of group independently writes down their ideas on problem/issue (causes of demand) 2. Going around table, each member presents one idea, continue; no discussion permitted during presentation 3. Clarification is then sought, followed by group discussion & evaluation 4. Each member asked to rank ideas, done independently & in silence Delphi technique ± judgmental forecasting method, to arrive at group decision, involving outside experts along with organizational employees; ideas exchanged without face-to-face interaction, feedback provided & used to fine-tune independent judgements until consensus is reached 1. Problem identified, each group member requested to submit potential solution by completing carefully designed questionnaire, direct face-to-face contact is not permitted 2. After each member independently & anonymously completes initial questionnaire, results compiled @ centralized location 3. Each group member given copy of results 4. If differences in opinion, each individual uses feedback from other experts to fine-tune independent assessment www.notesolution.com 5. Steps 3&4 repeated until consensus is reached Staffing table ± pictorial representation of all jobs within organization, along with number of current incumbents & future employment requirements (monthly/yearly) for each Sources of supply: N Internal ± present employees who can be transferred/promoted to meet anticipated needs N External ± people in labour market, not currently working for organization, including those who employed elsewhere & those unemployed N Conditions: general economic, national labour market, local labour market, occupational market N Decisions: school-work, fertility, retirement Supply Markov analysis - forecasting internal labour supply, by t
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