Post on 16-Apr-2017
transcript
Part 2Support Activities
Chapter 03: Planning
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Organization Strategy HR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support ActivitiesLegal compliance
Planning
Job analysis
Core Staffing ActivitiesRecruitment: External, internal
Selection:Measurement, external, internalEmployment:Decision making, final match
OrganizationMission
Goals and Objectives
Staffing Organizations Model
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Chapter Outline
External Influences Economic Conditions Labor Markets Technology Labor Unions
Human Resource Planning Process and Example Initial Decisions Forecasting HR
Requirements Forecasting HR
Availabilities Reconciliation and Gaps
Staffing Planning Staffing Planning Process Core Workforce Flexible Workforce Outsourcing
Diversity Planning Demography of the American
Workforce Business Case for Diversity Planning for Diversity
Legal Issues AAPs Legality of AAPs EEO and Temporary
Workers
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Learning Objectives for This Chapter
Recognize external influences that will shape the planning process
Understand how strategic plans integrate with staffing plans Become familiar with statistical and judgmental techniques
for forecasting HR requirements and availabilities Know the similarities and differences between replacement
and succession planning Understand the advantages and disadvantages of core
workforce, flexible workforce, and outsourcing strategies for different groups of employees
Learn how to incorporate diversity into the planning process Recognize the fundamental components of an affirmative
action plan
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Ex. 3.1: Examples of ExternalInfluences on Staffing
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Labor Markets: Demand for Labor
Employment patternsDemand for labor is a derived demandJob growth projectionsEmployment growth projections
KSAOs soughtKSAO requirements
Education levelsSurvey of skill deficienciesCritically required skills
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Labor Markets: Supply of Labor
Trends in supply of labor Quantity of labor - Exh. 3.2: Labor Force Statistics Labor force trends relevant to staffing
Growth KSAOs Demographics Other trends ???
KSAOs available Educational attainment Literacy Motivation
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Labor Markets: Other Issues
Labor shortages and surpluses “Tight” labor markets “Loose” labor markets
Employment arrangementsFull-time vs. part-timeRegular or shift workAlternative employment arrangements
Exh. 3.4: Usage of Alternative Employment Arrangements and Contingent Workers
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Technology
Reduces demands for some jobsReplacement for laborMakes products or services obsolete
Increases demands for othersChange in market compositionNew product development
Changes in required skills
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Labor Unions
Trends in union membershipPercentage of labor force unionizedPrivate sector unionization ratePublic sector unionization rate
Contract clauses affecting staffingImpacts on staffing
“Spillover effects”
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Labor Unions: ContractClauses Affecting Staffing
Management rights Jobs and job structure External staffing Internal staffing
Job posting Lines of movement Seniority
Grievance procedure Guarantees against discrimination
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Overview: HumanResource Planning
Process and ExampleInitial DecisionsForecasting HR
RequirementsForecasting HR AvailabilitiesReconciliation and Gaps
Ex. 3.5: The Basic Elementsof Human Resource Planning
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Ex. 3.6: The Basic Elementsof Human Resource Planning
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HRP: Initial Decisions
Strategic planningComprehensivenessLinkages with larger organizational mission
Planning time frameJob categories and levels
What jobs will be covered by a plan?Head count (current workforce)Roles and responsibilities
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HRP: Forecasting HR Requirements
Statistical techniquesExh. 3.7: Examples of Statistical
Techniques to Forecast HR RequirementsJudgmental techniques
“Top-down” approach “Bottom-up” approach
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HRP: Forecasting HR Requirements
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HRP: Forecasting HR Requirements
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HRP: Forecasting HR Requirements
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HRP: Forecasting HR Availabilities
ApproachDetermine head count data for current
workforce and their availability in each job category/level
Statistical techniquesMarkov analysisLimitations of Markov analysis
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Ex. 3.9 Use of Markov Analysis to Forecast Availabilities
Exhibit 3.10 Replacement Chart
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Exhibit 3.11 Succession Plan
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Human Resource Planning
Reconciliation and Gaps Coming to grips
with projected gaps Likely reasons for
gaps Assessing future
implications
Action Planning Set objectives Generate
alternative activities Assess alternative
activities Choose alternative
activities
Ex. 3.12: Operational Format for Human Resource Planning
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Staffing Planning Process
Staffing objectivesQuantitative objectivesQualitative objectives
Generate alternative staffing activitiesStaffing alternatives to deal with employee
shortages and surpluses
Ex. 3.14 Staffing Alternatives to Deal With Employee Shortages
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Ex. 3.14 Staffing Alternatives to Deal With Employee Surpluses
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Exhibit 3.15 Internal Versus External Staffing
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Staffing Planning: Flexible Workforce
AdvantagesDisadvantagesTwo categories
Temporary employeesStaffing firms
Exh. 3.16: Factors to Consider When Choosing a Staffing Firm
Independent contractors
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Staffing Planning: Outsourcing
AdvantagesDisadvantagesSpecial issues
Employer concerns regarding working conditions
Loss of control over qualityOffshoring
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Diversity Planning
The American workforce is highly diverse Women make up ½ the labor force Immigration Civil Rights Legislation Age
Business case for diversity strategiesExpanded talent poolsBetter understand diverse customer baseEnhance creativity of teamsReduce turnover
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Diversity Planning
Planning for diversityRecruiting activities
Selecting schools and colleges to recruit fromShow commitment to diversity in recruiting
effortsSelection activities
Eliminate requirements not related to job performance
Include objective standards for judging candidate qualifications
Ex. 3.18 Comparing Incumbency toAvailability
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