3-1 human resources planning ir. rr. hermien tridayanti, mm
TRANSCRIPT
3-1
Human Resources PlanningHuman Resources Planning
Ir. Rr. HERMIEN TRIDAYANTI, MM
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Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:Measurement, external, internalEmployment:Decision making, final match
OrganizationVision and Mission
Goals and Objectives
Staffing Organizations ModelStaffing Organizations Model
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Chapter OutlineChapter Outline
External Influences Economic Conditions Labor Markets Labor Unions
Human Resource Planning Process and Example Initial Decisions Forecasting HR
Requirements Forecasting HR Availabilities External and Internal
Environmental Scanning Reconciliation and Gaps Action Planning
Staffing Planning Staffing Planning Process Core Workforce Flexible Workforce
Legal Issues AAPs Legality of AAPs Diversity Programs EEO and Temporary
Workers
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Examples of ExternalExamples of ExternalInfluences on StaffingInfluences on Staffing
Economic expansion and contraction Job growth and job opportunities Internal labor market mobility Turnover rates
Economic Conditions Economic Conditions
Labor demand: Employment patterns, KSAOs sought Labor supply: Labor force, demographic trends, KSAOs available Labor shortages and surpluses Employment arrangements
Labor Markets Labor Markets
Negotiations Labor contracts: Staffing levels, staffing quality, internal movement Grievance systems
Labor Unions Labor Unions
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The Basic ElementsThe Basic Elementsof Human Resource Planningof Human Resource Planning
(5) Develop Action Plans
(5) Develop Action PlansCompare
(1) Forecast Labor Requirements
(1) Forecast Labor Requirements
(2) Forecast Labor Availabilities
(2) Forecast Labor Availabilities
(3) Conduct Environmental Scans
(3) Conduct Environmental Scans
(4) Determine Gaps
(4) Determine Gaps
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HRP: Forecasting HR RequirementsHRP: Forecasting HR Requirements
Statistical techniques
Ratio Analysis
Regression Analysis
Judgmental techniques
“Top-down” approach
“Bottom-up” approach
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HRP: Forecasting HR AvailabilitiesHRP: 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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HRP: Forecasting HR Availabilities HRP: Forecasting HR Availabilities (continued)(continued)
Replacement and Succession Planning
Replacement planning
Succession planning
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HRP: External Environmental ScanningHRP: External Environmental Scanning
External scanning involves
Tracking trends and developments in external environment,
Documenting implications for management of human resources, and
Ensuring implications receive attention
Exh. 3.11: Example of Environmental Scan
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HRP: Internal Environmental ScanningHRP: Internal Environmental Scanning
Internal scanning involves Informal discussions with key managersConducting employee attitude surveysMonitoring key indicators
Employee performance Absenteeism Turnover Accidents
Identifying nagging personnel problemsAssessing managerial attitudes regarding HR
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HRP: Reconciliation and GapsHRP: Reconciliation and Gaps
Phase involves
Coming to grips with projected gaps
Likely reasons for gaps
Assessing future implications
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HRP: Action PlanningHRP: Action Planning
Set objectives
Generate alternative activities
Assess alternative activities
Choose alternative activities
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Exh. 3.14: Staffing Alternatives to DealExh. 3.14: Staffing Alternatives to Dealwith Employee Shortages and Surpluses with Employee Shortages and Surpluses
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Exh. 3.15: Internal vs. External StaffingExh. 3.15: Internal vs. External Staffing
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Staffing Planning: Flexible WorkforceStaffing Planning: Flexible Workforce
Advantages
Disadvantages
Two categories
Temporary employees
Independent contractors
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Ethical IssuesEthical Issues
Issue 1Does an organization have any ethical responsibility
to share with all of its employees the results of its forecasting of HR requirements and availabilities? Does it have any ethical responsibility not to do this?