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ADM 2337 Chapter 5: Chapter 5.docx

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brownsalmon575
15 Apr 2012
School
University of Ottawa
Department
Administration
Course
ADM 2337
Professor
Catherine Elliott

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Document Summary

The process of forecasting future hr needs to ensure that the organization will have the required number and type of employees to meet its strategic objectives. Involves 3 main steps: forecasting demand for labour (qualitative/quantitative, analyzing the labour supply, planning and implementing hr programs to balance supply and demand, forecasting demand. Forecasting demand (quantitative approaches: trend analysis. Looking at the past to see if there are any trends. Many factors involved, not that simplistic: demand for product/services, ratio analysis. Over time you develop the right ratio for sales staff to support staff, or 100 consultants for 1 support staff: scatter plot. Example: number of nurses that look after number of hospital beds. Forecasting demand (qualitative approaches: nominal group technique. In this case everyone would brainstorm individually, and then they take the results and see what the average is: delphi technique. Anonymous process for longer term planning or forecasting, and a questionnaire is involved.

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Related Questions

Subject: Business Forecasting

What is the database method?

What is a judgmental method?

What are some of the difficulties with forecasting?

When are these methods qualitative and quantitative.

2. Forecasting labour supply and demand can use statistical methods or: a) Events b) Trends c) Judgement d) Downsizing e) Estimation

Human Resource Mgmt

A friend of yours has started a home-repair service company targeted at homeowners in the Houston area. The mission of the company is to provide repair services such as plumbing and electrical repair, drywall repair, etc. He wants to forecast the demand for various service technicians for the next five years. He does not have any knowledge of forecasting techniques. Which technique would you recommend for forecasting HR demand for this company and why?