Chapter 5 and 6

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Published on 22 Apr 2013
Course
CHAPTER FIVE
Human Resources Planning
to meet organizational goals, review human resources
requirements to ensure:
o the necessary number of employees
o the necessary employee skills
Human Resources Planning Process
Importance of Human Resources Planning
achieve strategic goals and objectives
achieve economies in hiring new workers
make major labour market demands
anticipate and avoid staff shortages/surpluses
control/reduce labour costs
Results of Inadequate HR Planning
vacant positions create costly inefficiencies
mass layoffs requiring severance pay
simultaneous layoffs and hiring in different departments
reduces morale and productivity, creates turnover
inability to meet operational and strategic plans
Forecast
demand
Analyze
supply
Plan and implement
programs to balance
supply and demand
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HR Planning and Strategic Planning
External Environmental Factors Monitored
economic conditions
market and competitive trends
government and legislative issues (new laws)
social concerns (health care, childcare)
technological changes
demographic trends
Elements of Effective HR Planning
1. Forecast Future HR Needs (Demand)
2. Forecast Future Internal/External Candidates (Supply)
3. Implement Plans to Balance Supply and Demand
Forecasting Future HR Needs (Demand)
-Forecasting based on:
projected turnover
quality and nature of employees relative to needs
decisions regarding product quality and new markets
HR Planning
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plans for technological and administrative change to increase
productivity and reduce headcount
financial resources available
-Quantitative Approaches:
trend analysis: review past employment levels to predict
future needs
ratio analysis: ratio of business activity/employees
scatter plot: graph of business activity/employees
regression analysis: statistical relationship between business
activity and employees
-Qualitative Approaches:
1. Nominal Group Technique
experts meet face-to-face; independent idea generation,
clarification and open discussion, and private
assessment; possible subjectivity, group pressure
2. Delphi Technique
experts work independently; wide range of views;
difficult to integrate diverse opinions; timely and costly
-Managerial judgment
Since ratios/trends will change in the future, managerial
judgment is needed to modify the forecast based on
anticipated changed
-Staffing table: pictorial representation of all jobs within
organization, along with number of current incumbents and future
employment requirements
Forecasting Future HR Supply:
-Markov Analysis
tracking the pattern of employee movements through various
jobs and developing a transitional probability matrix
-Skills/Management Inventories
summary of each employee’s education, experience,
interests, skills
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Document Summary

To meet organizational goals, review human resources requirements to ensure: the necessary number of employees, the necessary employee skills. Plan and implement programs to balance supply and demand. Simultaneous layoffs and hiring in different departments reduces morale and productivity, creates turnover. Inability to meet operational and strategic plans. Elements of effective hr planning: forecast future hr needs (demand, forecast future internal/external candidates (supply, implement plans to balance supply and demand. Quality and nature of employees relative to needs. Decisions regarding product quality and new markets. Plans for technological and administrative change to increase productivity and reduce headcount. Trend analysis: review past employment levels to predict future needs. Regression analysis: statistical relationship between business activity and employees. Experts meet face-to-face; independent idea generation, clarification and open discussion, and private assessment; possible subjectivity, group pressure: delphi technique. Experts work independently; wide range of views; difficult to integrate diverse opinions; timely and costly.

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