HR301E_B International Human Resource Management Session 4 Workforce Planning PDF

HR301E_B International Human Resource Management Session 4: Workforce planning Fall 2024  HR processes: The HR cycle External Context Internal Context Compensation Orienta...

HR301E_B International Human Resource Management Session 4: Workforce planning Fall 2024  HR processes: The HR cycle External Context Internal Context Compensation Orientation Planning Staffing Performance Appraisal Training & Development 2  What is workforce planning? ▪ Interprets organization’s strategic plans in terms of personnel requirements. ▪ Goal is to ensure organization has the people it needs to achieve organizational goals: ✓ Numbers. ✓ Qualifications: KSA’s & Experience. ✓ Right people in the right positions. ▪ Internationalizing the workforce planning function (e.g., Potential cultural issues, operating within different economic, legal and political environments). ▪ Phases: a) Prepare an inventory of human resources available. b) Anticipate future staffing needs. c) Design a plan specifying the selection, training, development, promotion and remuneration method. d) Analyze the jobs to be filled. e) Establish a control system. 3  HR demand and supply Forecasting demand Forecasting supply External: Internal: ▪ STEEP Analysis. ▪ HR audit. ▪ Competition. ▪ Succession planning & replacement charts. Organizational: ▪ Talent management. ▪ Organizational strategy. ▪ Computerized skills ▪ Budgets; Sales forecasts. inventories. ▪ New ventures. External: ▪ Trends, ratio analyses. ▪ Labor market analysis. Workforce: ▪ Demographic & Immigration trends. ▪ Attrition: Retirements, resignations, terminations, leaves of absence. 4  Workforce planning examples Organization Planning programs Key actions ▪ Project Oxygen (identify behaviors of effective People (data-driven) managers). analytics team ▪ Algorithmic hiring tools. My Learning Hub (e.g., internal digital learning Future Fit Plan platforms, external educational institutions, and AI- driven learning analytics to tailor training programs). Tailored learning paths, skills tracking and SkillsBuild platform certification, partnerships (e.g., non-profit https://skillsbuild.org/ organizations), access to career resources (e.g., job matching tools). Multiple workforce scenarios to explore how Workforce Architecture different business strategies (e.g., digitalization of Program legal services or expansion into new regions) would affect their staffing needs. 5 Workforce planning exercise www.neoxia.com 6  Analysis of the organizational necessities Objective: ▪ Identify exactly what are the needs that we must cover and characteristics that the new employee must meet. Mistakes: ▪ Simply look for the best possible candidate; the right thing is to find the BEST POSSIBLE CANDIDATE FOR THE JOB POSITION TO BE FILLED. ▪ Being aware of our real needs will prevent us from making the mistake of hiring overly qualified professionals who, over time, may be limited in their functions and become demotivated. Tools that will allow us to clarify this information: ▪ Analysis and description of job. 7  Job analysis & Job description 8  Job analysis process What? ▪ Collects information about what it means to do a job: ✓ Job context. ✓ Machines, tools, equipment, ✓ Work activities. work aids. ✓ Behaviors. ✓ Human requirements. Why? ▪ Job description & specifications. ▪ Used for other HR functions in HR process cycle. How? ▪ 1 step: Prepare for JA (e.g., Familiarize with org and job, determine uses, identify jobs) ▪ 2 step: Collection information (e.g., What information to collect?, how will data be collected?) ▪ 3 step: Uses of JA info (e.g., Job description, job design, other HR functions). 9  Data collection methods Observations Interviews Employee Logs With whom? Questionnaires Job Company Who fills them Content Documents out? Information Such as? 10  Job description ▪ Provides information about what a job entails. ▪ More concerned with tasks than outcomes. ✓ What employee should do ✓ What job should accomplish ▪ Provides information for: ✓ Recruitment. ✓ Selection. ✓ Performance appraisals. ✓ Compensation management. ✓ Training and development. 11  Job description components ▪ Job identification or title: ✓ Job Summary. ✓ General description of job in 1-2 sentences. ▪ Responsibilities and duties: ✓ What does it mean to “do” this job? ✓ More specific than summary. ✓ List specific behaviours to be engaged in. ▪ Relationships: ✓ Reports to, supervises, works with, stakeholder relations. ▪ Qualifications: ✓ KSA’s, education, experience. ✓ Focus is more on hard, measurable skills than soft skills. ▪ Optional: ✓ Working conditions, Performance standards. 12  Writing job descriptions Answers question: what does it mean to do this job? ▪ Usually contains: ▪ Notice what’s NOT included: ✓ Job identification. ✓ Pay or compensation. ✓ Job summary. ✓ Benefits. ✓ Responsibilities & duties. ✓ Duration of employment. ✓ Relationships & Authority. ✓ Person specifications. ▪ May also include: Although JD will be used to ✓ Performance standards. determine many of these things. ✓ Working conditions. ✓ Job specifications (required KSA’s). ✓ Desirable KSA’s. ▪ How to write a good job description: https://www.youtube.com/watch?v=NYp9ZG-PPg8 13  Job description example Summary: Teaches marketing to an international audience at the undergraduate and graduate level, carry out and publish research, supervise and evaluate student research projects. Responsibilities and duties: ▪ Prepares and teaches courses using modern technology, in English. Teaches 30% of course on-line. ▪ Publishes in peer-reviewed journals. ▪ Grades exams and papers with feedback. ▪ Supervises doctoral and master-level students. ▪ Carries out teaching-related administrative tasks. Relationships: ▪ Is available to students, keeps office hours. ▪ Participates in departmental activities (meetings, joint research). ▪ Reports to department head. Qualifications: Doctorate, proficient in English, experience teaching marketing in English in an international environment, publications in recognized academic journals. 14  Expatriates & international assignees 15  Expatriates ▪ “Any individual who relocates from his/her home base to an international location for business” (Lee and Donohue, 2012). ▪ Their value: ✓ To transfer business and technological know-how. ✓ To develop personnel. ✓ To facilitate and improve communications between subsidiaries and headquarters. ✓ To further a unified organizational policy. 16 Parent country nationals (PCN’s) - Expatriates ▪ A person whose nationality is the same as that of the firm, but different from the country in which they are working. EXAMPLE: IBM sends US citizen to India on assignment. + "CCC" – communication, coordination, control + MNC glue + Personal development + Expertise + Loyalty - Limited local knowledge - Costs: 2.5 times more - Difficulty in adapting to foreign country - Lack of continuity 18  Host country nationals (HCN’s) - local staff ▪ A person whose nationality is the same as that of the country in which the company is operating. EXAMPLE: IBM employs Indian Citizens in Indian Operations. + Have local knowledge + Lower cost, red tape + Develop local talent pool + No language barrier + Provides continuity + Fits local government policy of employment - Limited parent company culture - Development time - Communication problem with HQ - Dissemination of HQ practices more difficult 19  Third country nationals ▪ A person whose nationality is different from that of the firm, and of the country in which the firm is operating. EXAMPLE: IBM sends Japanese employee on assignment to UK. + Knowledge of specific cultures and languages + Relocation costs, salary and benefits lower than PCNs + Broaden talent pool + Neutrality - Demotivating for locals - Traditional national hostilities - Some cross-cultural preparation may still be required - Potential lack of knowledge of corporate culture 20  Immigrant expatriates ▪ Host country managers educated in the home country Example: IBM employs, in India, Indian Managers who have been educated in the US. Combine: + Local knowledge + Language skills + Host country acceptance + Parent country expertise + Lower costs 21  Expatriate failure ▪ Early return. ✓ Reasons for early return in rank order: 1. Cultural adjustment challenges 2. Family concerns. 3. Accepted new position in the company. 4. Completed assignment early. 5. Security concerns. 6. Career concerns. ▪ Failure to complete assignment. ▪ Damaged relationships: Host government, business network, host staff. 22  Cost of expatriate failure Direct cost Indirect cost Relationships with host Pre-departure training. governments/ key clients. Loss of market share. Relocation expenses. Poor morale in host nationals/ Airfares, visas, work permits etc. lowered production. Replacement with/ unplanned Additional expenses such as change in strategy. health insurance. Loss of self esteem in individual/ reduced productivity. Loss of promotion opportunities. 23  Methods of assessment Team assignments Session HR exercise or case study 1 Team contract Activities to be uploaded onto 2 Harrods Moodle within three days before 3 Primark midnight 4 Job analysis and job description Delays: 5 Design a selection system 1 Day:-10% 6 Performance appraisal and compensation 2 Days:-20% 3 Days:-30% 7 Create a training program 4 Days:-40% 8 Presentation of HR experience (manager interview) 24  Session 4: Hands-on activity Job analysis and job description In your assigned teams, complete the following handout: Step 1 - Select any position you wish related to an international company (e.g., Marketing director, Accounting manager, HR clerk, etc.). Step 2 - Write a: 1) Job analysis: Remember: this is the information that will develop your job description. 2) Job description: Remember to include Summary, Responsibilities and duties, Relationships, Qualifications: (KSA’s, education, experience). Whichever position you choose from the International Company, you’ll be using it for the Performance Appraisal assignment in Session 6. 25