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LS 222 (19)
Chapter 8

Chapter 8: Ascertaining HR Supply

4 Pages
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Department
Legal Studies
Course Code
LS 222
Professor
Jennifer Schulenberg

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Chapter 8: Ascertaining HR Supply • HR supply: source of workers to meet demand requirements, obtained either internally or from external agencies Skills and Management inventories • Skills inventory: individualized personnel record held on each employee except those currently in management or  professional positions o Personal information o Education, training, and skill competencies o Work history o Performance appraisals o Career information o Hobbies and interests • Recorded into HRMS database and searched when looking for people with skills and competencies required y specific job o Must be kept current  o Employees be given frequent opportunities to update information • Management inventories: enhanced skills inventories o History of management or professional job held o Record of management or professional training courses and their dates of completion o Key accountabilities for the current job  Size of the budget controlled, # of subordinates, important organizational outcomes for which incumbent is  primarily responsible o Assessment centre and appraisal data o Professional and industry association memberships • HR can determine organization’s workforce strengths and weaknesses and plan training and development accordingly • Succession Management: process of ensuring that pools of skilled employees are trained and available to meet the strategic  objectives of the organization • Replacement management: process of finding employee for key managerial positions Succession / Replacement Analysis • Succession planning is critical to effective organizational functioning o Demographic trends predicting greater shortages in market supply of skilled labour o Create systems that meaningfully reward managers for developing and retaining employees o Highly dynamic and changing global business environment forcing HR managers to expand succession planning  beyond traditional identification o Not just identifying one individual • 2 aspects to succession planning o long term succession  process of training and work experience to enable individuals to assume higher level job appointments in  the future o short term emergency replacement  individuals who quit, terminated due to performance problems, died, etc. • Reasons for effective HR planning o Enables appropriate response and stay on track when unpredictable changes occur  Provides continuity and future direction in turmoil of change o Develop people for ne experiences and jobs  Improve performance and current positions o Takes into account employees’ performance and promotes them for it o Supports organizational structures and flexibility by providing backups to various positions, reducing organizational  dependency on employees o Saves time and money by having plans in place to enable smooth internal employee movement and continuity  External hiring is exception to this process • Important to match qualifications to requirements • Key requirements: supervisors must develop succession/ replacement charts and tables for key executive, managerial and  professional jobs Chapter 8: Ascertaining HR Supply • Documents are highly confidential  • Access to these documentation should be controlled and limited on need to know basis • Documents used in succession planning o Succession / replacement charts  Typical organizational chart representing organizational hierarchy and key jobs with inherent reporting  relationships  Name of current job incumbent and shortlist  Succession readiness code: code listed next to names of all potential successors; contains two elements of  information essential for succession planning • Employee’s level of performance in the current job • Employee’s readiness for movement or promotion  Allows us to identify what are referred to as ripple / chain effects • Effect caused when one promotion or transfer in the organization causes several other personnel  movements in the organization as a series of subordinates are promoted to fill the sequential  openings • Determines HR blockages or problem areas o Succession / replacement table  Complements the chart • Provides additional information on each specific job, incumbent jobholder, and all potential  internal successors  Prepared for each key job • Get a list of ALL potential internal successors, not just a short list • Succession Readiness Codes: o Code listed next to names of all potenti
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