Chapter 5 Planning and Job Analysis

1. Chapter 5 Planning and Job Analysis Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

2. Introduction • Human resource planning is a process by which an organization ensures that • it has the right number and kinds of people • at the right place • at the right time • capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives. LONG RANGE OBJ-DOMESTIC AND GLOBAL COMPETITION Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

3. Introduction • Linked to the organization’s overall strategy and planning to compete domestically and globally. • Overall plans and objectives must be translated into the number and types of workers needed. • Senior HRM staff need to lead top management in planning for HRM issues. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

4. An Organizational Framework • A mission statement defines what business the organization is in, including why it exists and who its customers are. • Strategic goals • Set by senior management to establish targets for the organization to achieve. • Generally defined for the next 5-20 years. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

5. An Organizational Framework • Corporate assessment • Gap or SWOT (Strengths-Weaknesses-Opportunities-Threats) analysis determines what is needed to meet objectives. • Strengths and weaknesses and core competencies (unique skills) are identified. • HRM determines what knowledge, skills and abilities are needed by the organization’s human resources. Jobs needed-no and type of employees reqr: org Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

6. An Organizational Framework Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

7. Linking Organizational Strategy to Human Resource Planning • Ensures that people are available to meet the requirements set during strategic planning. • Assessing current human resources • A human resources inventory report summarizes information on current workers and their skills. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

8. Linking Organizational Strategy to Human Resource Planning • Human Resource Information Systems (HRIS) are increasingly popular computerized databases that contain important information abut employees. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

9. Linking Organizational Strategy to Human Resource Planning • Assessing current human resources • Succession planning • includes the development of replacement charts • portray middle-to-upper level management positions that may become vacant in the near future • lists information about individuals who might qualify to fill the positions Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

10. Linking Organizational Strategy to Human Resource Planning • Determining the Demand for Labor • A human resource inventory can be developed to project year-by-year estimates of future HRM needs for every significant job level and type. • Forecasts must be made of the need for specific knowledges, skills and abilities. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

11. Linking Organizational Strategy to Human Resource Planning • Predicting the Future Labor Supply • A unit’s supply of human resources comes from: • new hires • contingent workers • transfers-in • individuals returning from leaves • Predicting these can range from simple to complex. • Transfers are more difficult to predict since they depend on actions in other units. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

12. Linking Organizational Strategy to Human Resource Planning • Predicting the Future Labor Supply • Decreases in internal supply come about through: • Retirements • Dismissals • Transfers-out • Lay-offs • Voluntary quits • Sabbaticals • Prolonged illnesses • Deaths Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

13. Linking Organizational Strategy to Human Resource Planning • Retirements are the easiest to forecast. • Other factors are much more difficult to project. • Dismissals, transfers, lay-offs, and sabbaticals are more easily controlled by management. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

14. Linking Organizational Strategy to Human Resource Planning • Where Will We Find Workers • migration into a community • recent graduates • individuals returning from military service • increases in the number of unemployed and employed individuals seeking other opportunities, either part-time or full-time • The potential labor supply can be expanded by formal or on-the-job training. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

15. Linking Organizational Strategy to Human Resource Planning • Matching Labor Demand and Supply • Employment planning compares forecasts for demand and supply of workers. • Special attention should be paid to current and future shortages and overstaffing. • Decruitment or downsizing may be used to reduce supply and balance demand. • Rightsizing involves linking staffing levels to organizational goals. Fundamentals of Human Resource Management 8e, DeCenzo and Robbins

16. Linking Organizational Strategy to Human Resource Planning Employment Planning and the Strategic Planning Process Fundamentals of Human Resource Management 8e, DeCenzo and Robbins