Chapter 4 Human Resource Planning.docx

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Department
Management and Organizational Studies
Course
Management and Organizational Studies 1021A/B
Professor
Prof
Semester
Fall

Description
Chapter 4 Human Resource Planning, Recruitment(招聘), and Selection Human resource planning  Human resource planning  Human resource planning is a process to ensure that the people required to run the company are being used as efficient as possible, where and when they are needed, in order to accomplish the organization’s goals.  The process might also be called manpower planning or employment planning.  The purpose is to have the right people with the right skills in the right jobs at right time.  Linking HR planning to strategy planning  Strategy planning  Major objectives are identified(确定)and comprehensive(全面的)plans to achieve the objectives.  HR plan must assess the skill of current employees and possibly a recruitment to attract new employees with the necessary skills.  One important area of strategic HR planning is succession(继任)planning.  Importance planning for staffing needs  Canadian labour force • Over 15% of the workforce is over 55 • 50% of the population is in the labour force • Manufacturing jobs are shrinking. • 21% of the workforce was born elsewhere! • Labour shortages are predicted in retail, construction and health sectors • 15% are self employed • Many people have 2 or more jobs…  Planning occurs more in medium and large organizations.  Small organizations tend to approach HR staffing needs on a more short-term basis.  Population Pyramid website demonstrates the changes in population from which organizations can determine their own trends in relation to their staffing needs.  HR planning approaches  Trend analysis (Forecasting the demand for employees)  Quantitative approach(定量的方法 )to forecast(预测) labour demand on an organizational index(指数).  Previous years’ experiences will be analyzed.  Management forecasts  Qualitative approaches  Opinions and judgments of supervisors or managers and others that are know 6ledgeable about the organization’s future employment needs.  Look at the supply of employees.  Including both internally, in the organization, and externally, to the large labour market.  Two technology to assess the internal supply  Staffing tables(职员表)  Graphics representations of all organizational jobs, along with the numbers of employees currently occupying those jobs (and perhaps also future employment requirements derived from demand forecasts).  Markov analysis  Shows the percentage (and actual number) of employees who remain in each job from one year to the next, as well as the proportions of those who are promoted(提拔), demoted(降职), or transferred, or who leave the organization.  Skills inventory (or skill mix) (技能库存或技术组合)  Information about the education, experiences skills, etc. of staff.  Results of HR planning  The outcome of HR planning is to achieve a useable balance between the demand for and supply of employees.  The demand for and supply of labour is very much a function of the economic environment.  For example, the world recession starting in 2008, many organizations had to modify their plans and did not need as many people. However, educational institutions were still graduating students (high school, college and university) who were looking for employments.  Way to deal with an oversupply of labour  Attrition(减员)  The natural departure of e(雇员离开)es through people quitting, retiring, or dying.  An organization may be able to avoid downsizing because it knows that people will leave.  Too many people leave(Not all attrition is good)---high turnover(周转额)  Replacing an employee is a costly and time-consuming activity.  Most organization did not stop hiring just because of economic pressures (there are too many people in one area of the business and not enough in another area).  The HR planning steps  Ways to Deal with shortage of labour  The need for additional employees may be short-ter(临时的)te,por work extra hours, such as during peak period(高峰期).  Organizations will utilize the services of a temporary employment agency(临时就业机 构)to acquire short-term staff.  Organization could increase the use of overtime(加班)enhance retention(保留) strategies. Recruitment  Recruitment is the process of locating(定位)and encouraging potential applicants(申请 人)to apply for existing or anticipated job openings.  The purpose is to have a large pool of potentially qualified(符合资格的)applicants.  It is important to focus on employee retentions, accessing(获得)new talent, and given the demographics of the workforce, from people who are choosing not to retire to those just coming out of school.  Consider its “branding” from a future employer perspective.  “Branding” refers to the need to have a t(全面的)andapproach to how the marketplace sees the company and /or products.  Concept of “branding” to its employment framework---to have a uniform image into prospective(未来的,潜在的)employee’s minds (and existing employees) when the company name is mentioned.  Recruiting within the organiza
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