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Human Resources Planning

Human Resources Planning. Ir. Rr. HERMIEN TRIDAYANTI, MM. 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.

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Human Resources Planning

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

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

  6. HRP: Forecasting HR Requirements • Statistical techniques • Ratio Analysis • Regression Analysis • Judgmental techniques • “Top-down” approach • “Bottom-up” approach

  7. HRP: Forecasting HR Availabilities • Approach • Determine head count data for current workforce and their availability in each job category/level • Statistical techniques • Markov analysis • Limitations of Markov analysis

  8. HRP: Forecasting HR Availabilities (continued) • Replacement and Succession Planning • Replacement planning • Succession planning

  9. 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. 3.11: Example of Environmental Scan

  10. 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

  11. HRP: Reconciliation and Gaps • Phase involves • Coming to grips with projected gaps • Likely reasons for gaps • Assessing future implications

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

  13. Exh. 3.14: Staffing Alternatives to Dealwith Employee Shortages and Surpluses

  14. Exh. 3.15: Internal vs. External Staffing

  15. Staffing Planning: Flexible Workforce • Advantages • Disadvantages • Two categories • Temporary employees • Independent contractors

  16. Ethical Issues • Issue 1 • Does 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?

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