HR Planning PDF

# Things to Know! - HR Planning - Relationship between HRP & Strategic - Slide 12 is important (Qualitative & Quantitative techniques) - Steps of Forecasting HRM ## HR Planning (HRP) - Have the necessary number of employees along with - Have employee skills - HRP is predicting how many employees a...

# Things to Know! - HR Planning - Relationship between HRP & Strategic - Slide 12 is important (Qualitative & Quantitative techniques) - Steps of Forecasting HRM ## HR Planning (HRP) - Have the necessary number of employees along with - Have employee skills - HRP is predicting how many employees a company will need and what skills they should have - HRP must be aligned with overall goals (long term & short term) strategic plans - **Environmental Scanning** - Looking at outside factors that affect how easy/hard it is for a company to find & hire people. Look at your economy, laws, social concerns. ## Figure 5.1 Human Resources Planning Model | | **Forecasting Labour Supply** | **Forecasting Labour Demand** | |----------------------------|-----------------------------------------------------------------------------------------------------------------------------------------------------------------|-----------------------------------------------------------------------------------------------------| | **Considerations** | - Organization's current and expected organizational and HR policies<br>- Changes to the external labour force (general economic conditions, labour market conditions, occupational marker conditions) | **Quantitative Techniques** <br>- Trend analysis <br>- Ratio analysis <br>- Scatterplots <br>- Regression analysis | **Qualitative Techniques** <br>- Nominal group technique <br>- Delphi technique | | **Techniques Used** | - Skills inventory and management inventories<br>- Replacement charts and replacement summaries <br>- Succession plans <br>- Markov analysis | | | **Gap Analysis** | Comparing forecasted demand to forecasted supply to determine if there is a projected labour equilibrium, shortage, or surplus | | | **Solutions Analysis** | Determine the next course of action to reach the point of a labour equilibrium | | - Know the definition of each as he may give examples & we would need to know what they mean. - Can use this for a group project. ## Steps in the HRP Process 1. **Forecasting the Availability of Candidates (Supply)** a) **Internal Supply** - promoting, training, transfer current employees. b) **External Supply** - looking for potential candidates outside the company. ## Techniques that you can use internally to find new people: a) **Skill Inventories** - records of current employees' info. Used to identify eligibility for transfer (promotion). b) **Management Inventories** - records of management employees. c) **Replacement Chart** - Visual rep of who will replace whom in job opening. ## Replacement Summaries - More detailed. - Shows strengths/weaknesses, performance, experience. ## Succession Planning - Like Olympus has fallen or Designated Survivor. - If there is a problem, you need to have a plan to see who can take over if the present leader is dead. - The process of ensuring a suitable supply of successor for current and future senior or key jobs so that the careers of individuals can be effectively planned and managed. ## Markov Analysis - Tracking the movements of employees. - Shows actual # of employees in each job, promotions, etc. ## Techniques for forecasting external candidates: a) General economic conditions - interest rates, wage rates, inflation. b) Labor market conditions - demographic education levels, age, gender. c) Occupational market conditions - relevant occupations; skilled labor, engineer. ## STEP 2: Forecasting Future HR Needs (Demands) - Forecast # of people & type of people needed to meet organizational goals. ## Quantitative a) **Trend Analysis** - firm's past employment levels over a period of yrs (3-5yrs) to predict future needs. b) **Ratio Analysis** - Determine future staff needs by using sales volume & # of employees ## (c) Scatter Plot - Graphical method used to determine whether 2 factors are related. ## (d) Regression Analysis ## Essay1 (Study1): Main effect ```text Within : Y=B+BX+ε, ει ~ Ν(0.0²) Between Bo Yo+Mo Mo ~ N(0,το) B₁₁=710+ M M ~ Ν(0.τ.) Combined: Y = Yoo+M+0+M₁₁) Χει = Yoo +10X1+Mo, + μι Χιτε X: daily customer mistreatment Y: daily employee sabotage B: fixed coefficient effect at Level 1 (i.e. within-person) y: fixed coefficient effect at Level 2 (i.e., between-person) u: random effects of this mixed effect model. 8: residual of the model t: random effect variance component σ: residual variance component ``` - Look at textbook. # Important ## Qualitative a) **Nominal Group Technique** - Ideas are exchanged face-to-face to generate ideas. - Advantages - involves key decision makers; future focus; greater acceptance of results. - Drawbacks - subjectivity and potential group pressure. b) **Delphi Technique** - Ideas are exchanged without face-to-face (ex: email, text) - Advantages - involves key decision makers; future focus. - Drawbacks - may not be objective; time consuming; costly; difficulty in integrating diverse opinions. ## STEP 3: Planning & Implementing HR Programs to Balance Supply & Demand ## Staffing Table - A picture rep that shows all jobs within the organization, along with current & future employee requirements. ## 3 Techniques ## Labor Equilibrium - S=D. - The expected supply matches the actual demand organizations do not need to change their course of action. ## Labor Surplus - S>D. - The supply of employees exceeds the organization's forecasted demand. ## Labor Shortage - S<D - The supply of human resources cannot meet the organization's needs. ## How to solve labor surplus: **Letting people go**. - Hiring freeze, job sharing, layoff, termination, leave of absence. ## Jobsharing - Dividing the duties of a single position between 2 or more people. ## Work sharing - Employees work 3/4 days a week & receive insurance benefit on non-work days. ## Know the difference: - **Attrition:** The normal separation of employees from an organization because of resignation, retirement, or death. - **Layoff:** Temporary or permanent withdrawal of an employee to works of economic or business reasons. - **Termination:** A broad term that encompasses permanent separation of the worker from the organization (i.e., for any reasons). Purging poorly performing employees is often an ongoing activity in any organization. - **Ways to solve labour shortage:** **Bringing people in**. ## Internal Solutions: - Transfer - Promotion - Employee retention ## External Solutions: - Recruiting