ha 7712: human resource management professor sturman, spring 2010 human resource planning february...
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HA 7712: Human Resource Management Professor Sturman, Spring 2010
Human Resource Planning
February 23, 2010
HA 7712: Human Resource Management Professor Sturman, Spring 2010
HR Strategy and Mission
• How is HR going to support the organization’s goals? HR Mission
HR Strategic Plan• Develop specific, measurable goals• Assess needs• Assess environment
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Human Resource Planning
• Definition: An effort to anticipate future business and environmental demands on the organization, and to provide qualified people to fulfill that business and satisfy those demands
• Entails:• Setting human resource objectives
• Forecasting capabilities
• Identifying the strategies to achieve those objectives
• Evaluating implementation
HA 7712: Human Resource Management Professor Sturman, Spring 2010
The Planning Process
• Where are we now?
• Where do we want to be?
• How do we get from here to there?
• How did we do? Where are we now?
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Where Are We Now?
• Your Intellectual Capital• Human Capital• Organizational Capital• Social Capital
• Employee and customer surveys• Talk to your managers• Policies and Procedures
HA 7712: Human Resource Management Professor Sturman, Spring 2010
OrganizationalObjectives
(Strategic Business Plan)
HumanResource
Requirements
HumanResourcePrograms
FeasibilityAnalysis
Where Do We Want to Be?
HA 7712: Human Resource Management Professor Sturman, Spring 2010
How Do We Get There?
• THE MAJOR LEVERS OF HR• Staffing• Training• Compensation
• Be proactive
• Multiple ways to get the same result
• Many more ways to mess it all up
HA 7712: Human Resource Management Professor Sturman, Spring 2010
How Did We Do?
• Continually reevaluate
• Are you achieving your HR goals?
• Are you achieving your business goals?
• What could work better?
HA 7712: Human Resource Management Professor Sturman, Spring 2010
HR as Supply Chain• Supply chain
• The system of organizations, people, activities, information, and resources involved in moving a product or service from supplier to customer.
• Transforms raw materials to finished product that is delivered to the customer
• Supply chain management• Goal is to fulfill customer demands through the most efficient use of
resources, including distribution capacity, inventory, and labor• Key outcomes are product design and information sharing
• Key considerations• Cost• Waste• Quality
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Raw materials
Manufacturing Plant
Distribution Center Customers
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Labor Force HR Functions
Managers, Supervisors, and Service Tasks
Customers
HA 7712: Human Resource Management Professor Sturman, Spring 2010
How (And How Well) Does Your HR Supply Chain Work?• What processes are involved?
• Cost• Waste• Quality
• What processes are your competitive advantage?
• Outsourcing?
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Promoted/transfer
in
External Hires
Promoted/ Transfer
Out
Quit/FiredJob
Incumbents
Forecasting:Single-Job Flow Model
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Example 1: Simple Model
Housekeepers• Number of incumbents: 40• Average turnover: 20%• Average promotion rate out: 5%• Average promotion rate in: 0%
Number needed to hire?
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Forecasting:Multi-Job Flow Model
External Hires
Promoted
Quit/Fired
Job A: Incumbents
External Hires Quit/
Fired
Job B: Incumbents
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Example 2: Fast Food Employees
Job A: Line employees• Number of incumbents: 40• Average turnover: 50%
Job B: Shift supervisors• Number of incumbents: 5• Average turnover: 20%
Year 1: How many hires and promotions?Year 2: The company will start offering late-night drive thru
• Will require 3 more shift supervisors and 10 new employees• Turnover will increase to 60% for line employees and 25% for supervisors• How many hires and promotions in year 2?
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Forecasting:Modeling Performance Flows
Average performance of
those promoted in
Average performance of new hires
Average performance of
those promoted out
Average performance of leavers
JobIncumbents
(average change in performance over 1
time period)
HA 7712: Human Resource Management Professor Sturman, Spring 2010
Example 3: Sales Employees• Number of incumbents
• New employees: 20• Experienced employees: 80
• Average turnover• New employees: 50%• Experienced employees: 20%
• Employee performance• New employees: $125,000• Experienced employees: $250,000
• Question 1: What are sales forecasted to be for the next 3 years?• Question 2: What HR program is more valuable?
• Option 1: Retention program that reduces turnover to 40% and 10%• Option 2: Training that increases sales of new employees to $150,000