BU354 Chapter Notes - Chapter 3: Delphi Method, Fot, Nominal Group Technique
Chapter 3 – HR Planning
-Human resource planning: is the process used to determine the future human resource
requirements by anticipating future business demands, analyzing the impacts of these
demands on the organization, determining the availability of human resources and
making decisions on how to effectively acquire and utilize a firms human resources.
oMajor objective: ensures that the organization has the right people, with the
right skills at the right time.
Different Strategies Require Different Human Resource Plans
- It is important to link strategies to your human resource plans.
- Adopting a strategic focus on human resources enables managers to proactively
anticipate the long term “people” needs of an organization and create a human
resource strategy.
- A firms long range strategic plan is accomplished by the thoughtful execution og a series
of short range, tactical plans that focus on the current needs and operation.
oExamples of Tacticial Planning:
Purchasing new information management systems to improve efficiency,
recalling a defective product, etc.
Relationship Between Strategic and Human Resource Plans
- The overall organizational strategy defines the human resource objectives that are
accomplished through the implementation of appropriate human resource plans
oSuccessful organizations recognize the importance of human capital
oAn effective human resource plan is a critical tool to take advantage of this
valuable asset
The Five Levels of Planning Activities
- Level 1:
oThere is no formal planning, business or human resource related.
oRecrutiment and training are considered to be an afterthought
- Level 2:
oThere is a minimal amount of human resource planning
oFocuses more on a headcount and how many workers will be needed in the
future.
- Level 3:
oEngage in moderate planning activities, creating long term forecasts, and
projecting your needs from 3-6 years ahead.
oDoes not integrate people planning with long term business planning.
- Level 4 and 5:
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oConsidered advances in their planning sophistication
oHR planning is a core process and a key priority
oManagers are enthusiastic aboyt planning and there is a growing recognition
that anticipating resource requirement fot the future is imperitive to ensure
organizational sustainability
oPlan is formal, adjuss to change
- Companies do not pass through these levels, they could always stay at level one.
The Human Resource Planning Process
Steps:
- Forecast demands for human resources
- Assess the intrrnal and external supply
- Develop HR objectives
- Design and Implement HR Programs
- Establish Program Evaluation
1. Forecast Human Resource Needs
oHow many people will you need, when will you need them, and where will they
be needed?
oForecast demand by looking at the many factors that cause a labour need to
exist and use various forecasting techniques
2. Evaluate the internal and external supply of resources
oAssess the internal/ external supply of of labour.
oAnswers what we have available and what skills the workers possess.
3. Develop HR Objectives
oThis step identifies what the planner xpects to accomplish as a result of their
actions
oPlanners carry out an analysis to determine the difference in supply and demand
and write the objectives that will determine the choice of programs
4. Develop and Implement an HR Program
oHere the planners decide what type pf human resource program will need to be
developed to achieve their objectives
oThese programs attempt to balance supply and demand
5. Evaluate Program
oUse quantitative measurements
oEvaluation of the process answers the question: is there a tangible link between
investments in human resource programs and organizational sustainabilitily.
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Document Summary
It is important to link strategies to your human resource plans. Adopting a strategic focus on human resources enables managers to proactively anticipate the long term people needs of an organization and create a human resource strategy. A firms long range strategic plan is accomplished by the thoughtful execution og a series of short range, tactical plans that focus on the current needs and operation: examples of tacticial planning: Purchasing new information management systems to improve efficiency, recalling a defective product, etc. Level 1: there is no formal planning, business or human resource related, recrutiment and training are considered to be an afterthought. Level 2: there is a minimal amount of human resource planning, focuses more on a headcount and how many workers will be needed in the future. Level 3: engage in moderate planning activities, creating long term forecasts, and projecting your needs from 3-6 years ahead, does not integrate people planning with long term business planning.
