hr planning ppt-two

7/31/2019 HR Planning PPT-Two

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Copyright 1999 Harcourt Brace &Company Canada, Ltd.

Chapter 4

Human Resource Planning

Falkenberg, Stone, and Meltz

Human Resource Managementin CanadaFourth Edition


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4.1

Chapter Overview

The need for human resource planning

Purposes of human resource planning

Relation to other human resourcefunctions

The human resource planning process

Projecting human resource supply


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4.2

Chapter Overview (contd.)

Forecasting future human resource needs

Comparing forecast needs with projected

supply

Planning policies and programs

Evaluating human resource planningeffectiveness

The HRM audit


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4.3

Purposes of HumanResource Planning

Setting goals and objectives

Examining the effects ofalternative human resourcepolicies and programs


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4.4

Examples ofOrganizational Goals

To increase company profits by 10% in the nextfiscal year (profitability)

To close 25 retail outlets in the next four years(downsizing)

To bottle 10% more diet pop in the next year(production)

To guarantee one-day delivery of all first-classmail within the province by 2001 (service level)


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4.5

The Human ResourcePlanning Process

Project future human resource supply

Forecast future human resource needs

Compare forecast needs with projectedsupply

Plan policies and programs to meet

human resource needs Evaluate human resource planning

effectiveness


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4.6

Projecting HumanResource Supply

Assessment of current supply

Skills inventories

Analysis of human resourceflows

Stochastic models


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4.7

Examples of HumanResource Flows

Employees may

- stay in the same job

- move across to another, but not a higher-level job(transfer or lateral move)

- move up to a higher-level job (promotion)

- move out of the organization through voluntary

termination (resignation) or involuntarytermination (lay-off, dismissal)

- move down (demotion)


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4.8

Typical Data Elements in a HumanResources Information System

Employee personal data Salary administration

Benefits information Skills

Benefits plans Attendance

Employee benefits information Performance/DisciplineDependents Health and Safety

Training and development Payroll

Employee work data

SalaryPerformance review

Job information

Employment status information

Hire/Termination informationWork information


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4.9

Forecasting Future HumanResource Needs

Planning for the status quo

Rules of thumbUnit forecasting

The Delphi method

Scenarios

Computer simulation


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4.10

Five Steps in the Delphi Method

1.An issue, question, or problem is identified.

2. A small group or panel of ten or fewer expertsis identified.

3. Independent judgements about the issue areobtained from each expert through aquestionnaire or structured interview.

4. An intermediary or facilitator collects,analyzes, and feeds back information from thefirst questionnaire or interview to each expert.

5. Steps 3 and 4 are repeated until there is aconsensus on the issue or problem.


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4.11

Sample Questions from a UnitForecasting Questionnaire

List any jobs that have changed since the lastforecasting period and any that will change in thenext forecasting period.

If vacancy can be filled with present employees,note whether training will be required. Specifynature of training needs.

What percentage of employees are performingjobs up to standard?

How many employees will be absent in the nextforecasting period because of disability,educational, or other leaves?


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4.12

Planning for Anticipated Shortages

Transfer employees to jobs inwhich shortages exist

Train employees to move up tojobs in which shortages exist

Have employees work overtime

Increase employee productivity

Hire part-time employees


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4.13

Planning for Anticipated Shortages(contd.)

Hire temporary full-time employees

Hire permanent full-time employees

Subcontract work to other firms

Forgo increases in production

Install equipment to perform some of

the tasks that would be done byworkers (capital substitution)


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4.14

Ways to Increase EmployeeProductivity

Offer monetary incentives, e.g. bonuses, forhigher productivity or performance levels

Improve employees job skills to producemore in less time or at lower cost

Re-design work processes and methods sogreater outputs are achieved

Use more efficient equipment so greateroutputs are achieved


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4.15

Planning for AnticipatedLabour Surpluses

Close plants

Lay off some workers permanently

Give incentives for early retirement

Let the workforce shrink by attrition

Retrain and transfer workers

Shut down plants (or parts of them) temporarily

Lay off workers temporarily Reduce the work week

Use work sharing

Cut or freeze pay and/or benefits

l i l i h


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4.16

Evaluating Alternatives to theProblem of Labour Shortages

or Surpluses Determine size of the anticipated

shortages or surpluses

Determine the expected durationof the change in the demand forhuman resources

Determine the amount of lead timebefore shortages or surplusesoccur

f i d d d if


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4.17

Information Needed to IdentifyAppropriate Ways to Deal with Labour

Surplus/Shortage Financial and human costs and benefits

Effects on other organizational

components Length of time to implement the

alternatives and generate desired

results Probability of success in reducing the

shortage or surplus


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4.18

Programs for HumanResource Planning

Linear programming, e.g. to minimize totallabour costs within certain constraints

Goal programming, e.g. setting multiplegoals such as increasing profits by 10% andhiring bilingual salespeople

Computer simulation, e.g. to examine theeffects of various programs to reducesurpluses or shortages


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4.19

HRM Auditing Model

Strategic-Level HRM determines theeffectiveness of HRM functions in the overall

strategic plan of the organization Managerial-Level HRM determines

effectiveness of HRM functions withindepartments and units

Operational-Level HRM determines theeffectiveness of HRM functions throughout theorganization


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4.20

Reasons for ConductingHRM Audits

When labour costs are large or the largestcomponent of total product or service costs

The personnel audit is used to justify the

existence of budgets of staff and programs

The personnel audit provides valuable feedbackfrom employees and line managers

The personnel audit may uncover problemssuch as unqualified HRM staff, lack of HRMpolicy compliance, or low employee satisfaction

hr planning ppt-two

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