Class Notes (906,006)
CA (538,586)
Ryerson (30,392)
MHR (1,192)
MHR 523 (503)
Lecture

Human Resources Management Ch 5

3 Pages
139 Views

Department
Human Resources
Course Code
MHR 523
Professor
Margaret Yap

This preview shows page 1. Sign up to view the full 3 pages of the document.
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
- 5HWDLQ VWDWXVTXR VXSSO\PHHWVGHPDQG\RXGRQWZDQWWKHPWROHDYH\RX
Trend analysis ± UHYLHZILUPVSDVWHPSOR\PHQWOHYHOV 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
RQHVWDEOLVKHGUHODWLRQVKLSEHWZHHQRUJDQL]DWLRQVHPSOR\PHQWOHYHOGHSHndent 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; internal members
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

Loved by over 2.2 million students

Over 90% improved by at least one letter grade.

Leah — University of Toronto

OneClass has been such a huge help in my studies at UofT especially since I am a transfer student. OneClass is the study buddy I never had before and definitely gives me the extra push to get from a B to an A!

Leah — University of Toronto
Saarim — University of Michigan

Balancing social life With academics can be difficult, that is why I'm so glad that OneClass is out there where I can find the top notes for all of my classes. Now I can be the all-star student I want to be.

Saarim — University of Michigan
Jenna — University of Wisconsin

As a college student living on a college budget, I love how easy it is to earn gift cards just by submitting my notes.

Jenna — University of Wisconsin
Anne — University of California

OneClass has allowed me to catch up with my most difficult course! #lifesaver

Anne — University of California
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
More Less
Unlock Document


Only page 1 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit