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CHAPTER THREE

CHAPTER THREE. Planning. Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region. Organization. Vision and Mission Goals and Objectives. Organization Strategy. HR and Staffing Strategy. Staffing Organizations Model.

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CHAPTER THREE

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  1. CHAPTER THREE Planning Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region

  2. Organization Vision and Mission Goals and Objectives Organization Strategy HR and Staffing Strategy Staffing Organizations Model Staffing Policies and Programs Support Activities Core Staffing Activities Legal compliance Recruitment: External, internal Planning Selection:Measurement, external, internal Job analysis Employment:Decision making, final match Staffing System and Retention Management

  3. 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 Chapter Outline

  4. Economic expansion and contraction Job growth and job opportunities Internal labor market mobility Turnover rates Exh. 3.1: Examples of ExternalInfluences on Staffing Economic Conditions Labor Markets • Labor demand: Employment patterns, KSAOs sought • Labor supply: Labor force, demographic trends, KSAOs available • Labor shortages and surpluses • Employment arrangements Labor Unions • Negotiations • Labor contracts: Staffing levels, staffing quality, internal movement • Grievance systems

  5. General Economic Conditions Product markets Labor markets Inflation Interest rates Foreign exchange rates Government regulations Job Growth Positive = Expansion Neutral = Stagnation Negative = Contraction HR Movement Impacts New hires Internal labor market Exit • New labor force entrants • Current labor force • Unemployed • Employed Promotion Transfer Demotion Out of labor force Unemployed To new job General Economic Conditions,Job Growth, HR Movement Impacts

  6. Labor Markets: Demand for Labor • Employment patterns • Demand for labor is a derived demand • Job growth projections • Employment growth projections • KSAOs sought • KSAO requirements • Education levels • Exh. 3.2: Employer Opinions About Needed Skills Enhancement • Manufacturing sector - Survey of skill deficiencies • Managerial skills - Critically required skills

  7. Exh. 3.2: Employer Opinions AboutNeeded Skills Enhancement

  8. Important Management Skills for the Future 1. Rapid Response 2.Sharp Focus 3.Stress Busting 4. Strategic Empowerment 5.Staff Empowerment 6.Team Building

  9. Labor Markets: Supply of Labor • Trends in supply of labor • Quantity of labor - Exh. 3.3: Labor Force Statistics • Labor force trends relevant to staffing • Growth • KSAOs • Demographics • Other trends ??? • KSAOs available • Educational attainment • Literacy • Motivation

  10. Labor Markets: Other Issues • Labor shortages and surpluses • “Tight” labor markets • “Loose” labor markets • Employment arrangements • Full-time vs. part-time • Regular or shift work • Alternative employment arrangements • Exh. 3.4: Usage of Alternative Employment Arrangements and Contingent Workers

  11. Labor Unions • Trends in union membership • Percentage of labor force unionized • Private sector unionization rate • Public sector unionization rate • Contract clauses affecting staffing • Impacts on staffing • “Spillover effects”

  12. Labor Unions: ContractClauses Affecting Staffing • Management rights • Jobs and job structure • External staffing • Internal staffing • Job posting • Lines of movement • Seniority • Grievance procedure • Guarantees against discrimination

  13. What is Human Resource Planning (HRP)? • Involves activities to • Forecast an organization’s • Labor demand -- Requirements • Internal labor supply -- Availabilities • Compare projections to determine employment gaps • Develop action plans to addressing the gaps • Staffing planning

  14. Overview: HumanResource Planning • Process and example • Initial decisions • Forecast HR requirements • Forecast HR availabilities • External and internal environmental scanning • Reconciliation and gaps • Action planning

  15. (3) Conduct Environmental Scans (1) Forecast Labor Requirements (4) Determine Gaps Compare (2) Forecast Labor Availabilities Exh. 3.5: The Basic Elementsof Human Resource Planning (5) Develop Action Plans

  16. HRP: Process and Example 1. Determine future HR requirements 2. Determine future HR availabilities 3. Conduct external and internal environmental scanning 4. Reconcile requirements and availabilities - determine gaps 5. Develop action plans to close projected gaps • Exh. 3.6: Operational Format and Example for HRP

  17. HRP: Initial Decisions • Comprehensiveness of planning • Plan-based HRP • Special projects HRP • Population-based HRP • Planning time frame • Job categories and levels • Head count - current workforce • Ignores scheduled time worked by each employee relative to a full workweek - FTEs • Ignores vacancies • Roles and responsibilities

  18. HRP: Forecasting HR Requirements • Statistical techniques • Exh. 3.7: Examples of Statistical Techniques to Forecast HR Requirements • Judgmental techniques • “Top-down” approach • “Bottom-up” approach

  19. HRP: Forecasting HR Availabilities • Approach • Determine head count data for current workforce and their availability in each job category/level • See Exh. 3.6 • Statistical techniques • Exh. 3.8: A Forecast of Future HR Availabilities • Markov analysis • Exh. 3.9: Use of Markov Analysis to Forecast Availabilities • Limitations of Markov analysis

  20. HRP: Forecasting HR Availabilities (continued) • Judgmental techniques • Executive reviews • Succession planning • Exh. 3.10: Employee Replacement Chart for Succession Planning • Vacancy Analysis • Exh. 3.11: Vacancy Analysis for Sales and Customer Service Unit

  21. Exh. 3.10: Employee ReplacementChart for Succession Planning

  22. HRP: 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. 3.12: Example of Environmental Scan

  23. HRP: Internal Environmental Scanning • Internal scanning involves • Informal discussions with key managers • Conducting employee attitude surveys • Monitoring key indicators • Employee performance • Absenteeism • Turnover • Accidents • Identifying nagging personnel problems • Assessing managerial attitudes regarding HR

  24. HRP: Reconciliation and Gaps • Phase involves • Coming to grips with projected gaps • Likely reasons for gaps • Assessing future implications • Exhibit 3.13: Format and Example for Human Resource Planning (HRP)

  25. HRP: Action Planning • Set objectives • Generate alternative activities • Assess alternative activities • Choose alternative activities

  26. Staffing Planning Process • Staffing objectives • Quantitative objectives • Exh. 3.14: Setting Numerical Staffing Objectives • Qualitative objectives • Generate alternative staffing activities • Exh. 3.15: Staffing Alternatives to Deal with Employee Shortages and Surpluses • Assess and choose alternatives • Exh. 3.16: Organizations’ Responses to Staffing Strategies Survey

  27. Exh. 3.15: Staffing Alternatives to Dealwith Employee Shortages and Surpluses

  28. Exh. 3.16: Organizations’ Responsesto Staffing Strategies Survey

  29. Staffing Planning: Core Workforce • Advantages • Disadvantages • Staffing philosophy • Internal vs. external staffing • Exh. 3.17: Internal vs. External Staffing • EEO / AA practices • Applicant reactions • Staffing flows • Organization staffing flowchart • Exh. 3.18: Staffing Flowchart for Medium-Sized Printing Company

  30. Exh. 3.17: Internal vs. External Staffing

  31. Exh. 3.18: Staffing Flowchart forMedium-Sized Printing Company

  32. Staffing Planning: Flexible Workforce • Advantages • Disadvantages • Two categories • Temporary employees • Staffing firms • Exh. 3.19: Factors to Consider When Choosing a Staffing Firm • Independent contractors

  33. Legal Issues • Affirmative Action Plans (AAPs) • Exh. 3.20: Example of AAP: Essential Components • Affirmative Action Programs Regulations • Legality of AAPs • Guidelines for AAPs • Diversity programs • EEO and temporary workers

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