3-1 Human Resources Planning Ir. Rr. HERMIEN TRIDAYANTI, MM

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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?