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Chapter 5 - Human Resource Planning.docx

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Human Resources Management
HRM 200
Katrina Di Gravio

Chapter 5: Human Resource Planning Relationship between HRP and Strategic Planning  Diversity  Integration vertically  Expanding geographically  Compete in what basis? External environmental factors being monitored  Supply and demand ratio  Leader or follower  New or revised laws  Market and competitive trends  Social concerns related to health care, childcare educational priorities – carbon footprint, green issues that companies have to consider  Technological changes  Demographic trends – age groups used as target market  What is the organization’s CSR? Steps in HRP  Forecasting future HR needs (demand) o Projected turnover o Quality and nature of employees relative to needs o Decisions regarding product quality and new products o Plans for technological and administrative changes to increase productivity and reduce headcount. Can we do it? Will we want to do it? o Financial resources available  Forecasting availability of internal and external candidates (supply)  Planning and implementing HR programs to balance supply and demand (no shortage or excess) Forecasting future HR needs (Demand) Quantitative Approaches  Trend analysis – go back give years and see the movement – how many people have retired, about to retire, moved from the organization  Ratio analysis – take sales or other business activity and see how many people are needed to achieve that  Scatter plot – graph that shows the relationship between business activity and staffing activity  Regression analysis: statistical relationship between the business activity and the employees. (Page 125 of textbook) Qualitative Approaches  Nominal group technique o Decision making technique that involves a group of experts meeting face to face o Talk about ideas, strategies regarding retention, turnover o Key decision makers are in the room, long-term future issues, easier to make decisions in contact with each other o Steps include independent idea generator, clarification, open discussion o Issues with sensitivity and may not be as forthcoming o Cave to room pressure  Delphi Technique o Internal and external experts o Judgmental forecasting method used to arrive at a group decision. o Difficult when there is no face-to-face contact when everyone is not in the same room, in order to make decisions  Managerial judgment o Use staffing table for data collection o All the jobs within the organization and the number of people in those jobs  Gives a representation of how many employees they need for the future o When can we predict we need to add employees Staffing Table  a pictorial representation of all jobs within the organization, along with the number of current incumbents and future employment requirements (monthly or yearly) for each RECAP  What is HRP and why is it important? o Human Resource Planning and is important to make sure you have the required number of employees with the necessary skills in order to meet the demands of the organization  What are the steps in creating an HRP? o Figure out demand o Figure out supply o Figure out balance between supply and demand  What methods are used to forecast future HR needs o Quantitative and Qualitative approaches Forecasting Availability of Internal and External Candidates (Supply) Markov Analysis  Forecasting internal labor supply that involves tracking the pattern of employee movements through various jobs and developing a transitional probability matrix Skills Inventories  Manual or computerized records that summarizes employees’ education experience, interests skills and so on which are used to identify internal candidates eligible for transfer or promotion.  Run an analysis with your HR system that will give a list of employees who have certain skills or abilities necessary for an internal job Management Inventories  Management duties, responsibilities, how long have they been with the organization, performance appraisal records, sick days to see what you have internally to meet your supply for the jobs  Need to be updated every 12-14 months to make sure they are current  Some systems are sophisticated and can be updated frequently and self-report.  The reason people have these systems is that managers can go into the HRS system to get reports based on skills and how performance benefit particular individuals in the past.  Filter through employees to see who may be potential applicants for the position or which employees may be good for that job  records summarizing the qualifications, interests, and skills of management employees, along with the number and types of employees supervised, duties of such employees, total budget managed, previous managerial duties and responsibilities, and managerial training received Replacement charts  Try to have as many people as possible that may have the KSAs so that multiple people can take over
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