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Chapter3
PlanningforHumanResources
Chapter3
PlanningforHuLearningObjectivesUnderstandhowhumanresourceplanningcontributestoafirm’scompetitiveadvantage.Identifytheadvantagesofintegratinghumanresourcesplanningandstrategicplanning.Explainwhyandhowhumanresourceplanningactivitiesareconducted.DescribehowHRMpracticesaredevelopedinresponsetoanHRplanLearningObjectivesUnderstandHRPlanningJobAnalysisRecruitmentSelectionWorkplaceJusticeUnionsSafety&HealthInternationalCompetenceMotivationWorkAttitudesOutputRetentionLegalComplianceCompanyImageCostLeadershipProductDifferentiationTraining/Develop.PerformanceApp.CompensationProductivityImp.HRMandCompetitiveAdvantageHRPlanningRecruitmentWorkplacOpeningCase:GainingCompetitiveAdvantageatGeneralMotorsProblem:TimespentcompletingHRtransactionshurtsemployeeandHRproductivitySolution:DevelopinganemployeeservicescenterwebsiteThewebsitehassavedGMtimeandmoneyby:CostinglessthananickelaminuteFreeingemployeestime,improvingspeedandqualityoftheirworkImprovingtheproductivityoftheHRDepartmentOpeningCase:GainingCompetitHumanResourcePlanning“processofidentifyingandrespondingtoorganizationalneedsandchartingnewpolicies,systems,andprogramsthatwillassureeffectivehumanresourcemanagementunderchangingconditions”HumanResourcePlanning“procesTheDefinitionofHRP
HRPistheprocessthroughwhichorganizationalgoals,asdefinedinbusinessplansandmissionstatements,aretranslatedintostaffing-levelobjectivesandintegratedpersonnelprogramsandpolicies.Itisconcernedwiththeflowofpeopleinto,through,andoutofanorganization.Itinvolvesforecastingtheneedforlaborandthesupplyoflabor,thenplanningtheprogramsnecessarytoassurethattheorganizationhastherightmixofemployeesandskillswhenandwheretheyareneeded.TheDefinitionofHRPHRPistEmployeeFlowsinanOrganizationExternalRecruitsRecallsQuitsRetirementsDeathsLayoffspromotionsdemotionsinternaltransfersEmployeeFlowsinanOrganizatHumanResourcePlanninggettingtheright
people
attheright
placeattheright
timeHumanResourcePlanninggettingFiveMajorObjectivesofHRPFiveMajorObjectivesofHRPLinkingHRPlanningPracticestoCompetitiveAdvantageEffectiveHRPlanningEmployeeMovementsInto,Within,andOutOfOrganizationAreSmooth/LessDisruptiveSoundHRMDecisionMakingTransitionCostsAreMinimizedSelectHigh-QualityApplicantsRetainHigh-PerformingEmployeesLowerCostsIncreasedEmployeeCompetenceCompetitiveAdvantageLinkingHRPlanningPracticesStrategicPlanningThroughthestrategicplanningprocess,organizationsdeterminewheretheyaregoing.Theprocesstypicallyconsistsofthefollowingactivities:Determinetheorganizationalmission.Scantheorganizationalenvironment.Setstrategicgoals.Formulateastrategicplan,partofwhichaddresseshumanresourceneeds.StrategicPlanningThroughtheStrategicPlanningStep1:DeterminetheorganizationalmissionMissionstatementAdeclarationoftheorganization’soverallpurposeDefinesthebasicbusinessscopeandoperationsthatdistinguishtheorganizationfromothersofasimilarnatureAnswersthequestions:“Whydoesourorganizationexist?”“Whatuniquecontributionscanitmake?StrategicPlanningStep1:DeteStrategicPlanningStep2:ScantheorganizationalenvironmentThefirm’sexternalandinternalenvironmentsmustbescannedtoidentifythreatsandopportunities.ExternalenvironmentChallengesposedbypolitical,legal,economic,social,andtechnologicalissuesPlannersmustalsoscantheirindustryenvironment.InternalenvironmentAssessthefirm’sstrengthsandweaknessesinordertoformstrategicgoalsthattakeadvantageofstrengthsThetaskofgatheringinformationforstrategyformulationrestswithallmanagersandemployees.StrategicPlanningStep2:ScanStrategicPlanningStep3:SetstrategicgoalsSpecifythedesiredoutcomesthatmustbereachedifthefirmistoaccomplishitsmissionStrategicgoalsshouldbe:SpecificChallengingMeasurableStrategicPlanningStep3:SetStrategicPlanningStep4:FormulateastrategicplanSpecifiesthecoursesofactionafirmmusttakeinordertomeetitsstrategicgoalsFormulatedby:TranslatingorganizationalgoalsintomorenarrowfunctionalordepartmentalgoalsDevisingstrategiesformeetingthesegoalsStrategicPlanningStep4:FormHRPandStrategicPlanningStrategicAnalysisWhathumanresourcesareneededandwhatareavailable?StrategicFormulationWhatisrequiredandnecessaryinsupportofhumanresources?StrategicImplementationHowwillthehumanresourcesbeallocated?HumanResourcesPlanningStrategic
PlanningHRPandStrategicPlanningStraClarifyperformanceexpectationsandfuturemanagementmethods:values,guidingprinciplesbusinessmissionobjectivesandprioritiesresourceallocationsIdentifypeople-relatedbusinessissuesDefineHRstrategies,objectives,andactionplansImplementHRprocesses,policiesandpracticesImplementprocessestoachievedesiredresults:
businessgoalscompanystrengths/weaknessesexternalopportunities/threatssourceofcompetitiveadvantageEstablishthecontext:
businessgoalscompanystrengths/weaknessesexternalopportunities/threatssourceofcompetitiveadvantageStrategicAnalysisStrategyFormulationStrategyImplementationHumanResourcePlanningIntegrating
HRPandStrategicPlanningAdaptedfrom:JamesW.Walker,“IntegratingtheHumanResourceFunctionwiththeBusiness,”HumanResourcePlanning14,no.2(1996):59–77.Reprintedwithpermission.StrategicStrategyStrategyHumHumanResourcePlanningModel
Ⅰ.CollectInformationA.FromtheExternalEnvironment1.Economy-GeneralandSpecificIndustry2.Technology3.Competition4.LaborMarkets5.DemographicandSocialTrends6.GovernmentRegulationsHumanResourcePlanningModel
HumanResourcePlanningModelⅠ.CollectInformationB.FromInsidetheOrganization1.Strategy2.BusinessPlans3.CurrentHumanResources4.RatesofTurnoverandMobilityHumanResourcePlanningModelⅠHumanResourcePlanningModelⅡ.ForecastDemandforHumanResourcesA.Short-andLong-TermB.AggregateorIndividualPositionsⅢ.ForecastSupplyofHumanResourcesA.InternalSupplyB.ExternalSupplyHumanResourcePlanningModelⅡHumanResourcePlanningModelⅣ.PlanandConductNeededPrograms
A.IncreaseorReduceWorkForceSizeB.ChangeSkillMixC.DevelopManagerialSuccessionPlansD.DevelopCareerPlansⅤ.FeedbackonthePlanningProcess
A.WeretheForecastsAccurate?B.DidtheProgramsMeettheNeeds?HumanResourcePlanningModelⅣForecastingDemandforEmployeesDefinitionMethodsForecastingDemandforEmployeDefinitionDemandforecasting:AprocessusedinHRPthatentailspredictingthenumberandtypesofpeopletheorganizationwillneedatsomefuturepointtime.DefinitionDemandforecasting:MethodsQuantitativeMethods/Managerialjudgement/JudgmentalmethodsQualitativeMethods/StatisticalapproachesMethodsQuantitativeMethods/MStatisticalApproachesto
DemandForecastingTrendanalysisRatioanalysisRegressionanalysisStatisticalApproachesto
DemWhenAreStatisticalApproachestoDemandForecastingAppropriate?StableenvironmentBusinessfactorcanbepredictedwithsomeaccuracyTherelationshipbetweenworkforcesizeandbusinessfactorremainsconstantovertimeWhenAreStatisticalApproacheJudgmentalMethodsofDemandForecastingGroupbrainstormingSalesforceestimatesDelphiMethodJudgmentalMethodsofDemandFSupplyForecasting
DefinitionMethodsSupplyForecasting
DefinitionDefinitionSupplyforecasting:Aprocessusedtoestimatewhichorganizationalpositionswillbefilledatsomefuturepointintime.DefinitionSupplyforecasting:ASupplyAnalysisMarkovAnalysisSkillsInventoriesReplacementChartsStaffingTablesSuccessionPlanningToolsofInternalSupplyAnalysisSupplyAnalysisMarkovAnalysisAnExecutiveReplacementChartAnExecutiveReplacementChartManagementReplacementChartShowingDevelopmentNeedsofFutureDivisionalVicePresidentManagementReplacementChartSMarkovanalysis
（馬可夫分析法）Methodfortrackingthepatternofemployeemovementsthroughvariousjobs.Markovanalysis
（馬可夫分析法）MethodHypotheticalMarkovAnalysisforaRetailCompanyHypotheticalMarkovAnalysisfForecastingLaborSupplyBeginningInventory 125 -Quits 5 -Retirements 2 -DemotionsOut 1Total 117 +TransfersIn 3 +PromotionsIn 2ForecastedInternalSupply 122ForecastingLaborSupplyBeginnForecastingSupplyofEmployees:ExternalLaborSupplyFactorsInfluencingtheExternalLaborSupply:DemographicchangesinthepopulationNationalandregionaleconomicsEducationleveloftheworkforceDemandforspecificemployeeskillsPopulationmobilityGovernmentalpoliciesForecastingSupplyofEmployeeIfashortage
ofemployeeisexpectedRe-engineertoreduceneedsAttempttoreduceturnoverWorkpresentstaffovertimePostponeretirementRehireretiredemployeespart-timeRecruitnewfull-timeemployeesSubcontractworktoanotherfirmHiretemporaryemployeesIfashortageofemployeeiseIfasurplusofemployeeisexpectedExpandoperations
ReduceworkhoursWorksharingPayreductionEmployeetrainingorequipmentmaintenanceEarlyretirementHiringfreezeLayoffs——temporaryorpermanentTransferorreassignexcessemployeesUsesabbaticalsIfasurplusofemployeeisexFORECASTINGDEMANDHumanResourcePlanningModelConsiderationsProduct/servicedemandTechnologyFinancialresourcesAbsenteeism/turnoverOrganizationalgrowthManagementphilosophyTechniquesTrendanalysisManagerialestimatesDelphitechniqueTechniquesStaffingtablesMarkovanalysisSkillsinventoriesManagementinventoriesReplacementchartsSuccessionPlanningExternalConsiderationsDemographicchangesEducationoftheworkforceLaborMobilityGovernmentpoliciesUnemploymentrateFORECASTINGSUPPLYBALANCING
SUPPLYANDDEMAND(Shortage)RecruitmentFull-timePart-timeRecalls(Surplus)ReductionsLayoffsTerminationsDemotionsRetirementsFORECASTINGDEMANDHumanResour
Chapter3
PlanningforHumanResources
Chapter3
PlanningforHuLearningObjectivesUnderstandhowhumanresourceplanningcontributestoafirm’scompetitiveadvantage.Identifytheadvantagesofintegratinghumanresourcesplanningandstrategicplanning.Explainwhyandhowhumanresourceplanningactivitiesareconducted.DescribehowHRMpracticesaredevelopedinresponsetoanHRplanLearningObjectivesUnderstandHRPlanningJobAnalysisRecruitmentSelectionWorkplaceJusticeUnionsSafety&HealthInternationalCompetenceMotivationWorkAttitudesOutputRetentionLegalComplianceCompanyImageCostLeadershipProductDifferentiationTraining/Develop.PerformanceApp.CompensationProductivityImp.HRMandCompetitiveAdvantageHRPlanningRecruitmentWorkplacOpeningCase:GainingCompetitiveAdvantageatGeneralMotorsProblem:TimespentcompletingHRtransactionshurtsemployeeandHRproductivitySolution:DevelopinganemployeeservicescenterwebsiteThewebsitehassavedGMtimeandmoneyby:CostinglessthananickelaminuteFreeingemployeestime,improvingspeedandqualityoftheirworkImprovingtheproductivityoftheHRDepartmentOpeningCase:GainingCompetitHumanResourcePlanning“processofidentifyingandrespondingtoorganizationalneedsandchartingnewpolicies,systems,andprogramsthatwillassureeffectivehumanresourcemanagementunderchangingconditions”HumanResourcePlanning“procesTheDefinitionofHRP
HRPistheprocessthroughwhichorganizationalgoals,asdefinedinbusinessplansandmissionstatements,aretranslatedintostaffing-levelobjectivesandintegratedpersonnelprogramsandpolicies.Itisconcernedwiththeflowofpeopleinto,through,andoutofanorganization.Itinvolvesforecastingtheneedforlaborandthesupplyoflabor,thenplanningtheprogramsnecessarytoassurethattheorganizationhastherightmixofemployeesandskillswhenandwheretheyareneeded.TheDefinitionofHRPHRPistEmployeeFlowsinanOrganizationExternalRecruitsRecallsQuitsRetirementsDeathsLayoffspromotionsdemotionsinternaltransfersEmployeeFlowsinanOrganizatHumanResourcePlanninggettingtheright
people
attheright
placeattheright
timeHumanResourcePlanninggettingFiveMajorObjectivesofHRPFiveMajorObjectivesofHRPLinkingHRPlanningPracticestoCompetitiveAdvantageEffectiveHRPlanningEmployeeMovementsInto,Within,andOutOfOrganizationAreSmooth/LessDisruptiveSoundHRMDecisionMakingTransitionCostsAreMinimizedSelectHigh-QualityApplicantsRetainHigh-PerformingEmployeesLowerCostsIncreasedEmployeeCompetenceCompetitiveAdvantageLinkingHRPlanningPracticesStrategicPlanningThroughthestrategicplanningprocess,organizationsdeterminewheretheyaregoing.Theprocesstypicallyconsistsofthefollowingactivities:Determinetheorganizationalmission.Scantheorganizationalenvironment.Setstrategicgoals.Formulateastrategicplan,partofwhichaddresseshumanresourceneeds.StrategicPlanningThroughtheStrategicPlanningStep1:DeterminetheorganizationalmissionMissionstatementAdeclarationoftheorganization’soverallpurposeDefinesthebasicbusinessscopeandoperationsthatdistinguishtheorganizationfromothersofasimilarnatureAnswersthequestions:“Whydoesourorganizationexist?”“Whatuniquecontributionscanitmake?StrategicPlanningStep1:DeteStrategicPlanningStep2:ScantheorganizationalenvironmentThefirm’sexternalandinternalenvironmentsmustbescannedtoidentifythreatsandopportunities.ExternalenvironmentChallengesposedbypolitical,legal,economic,social,andtechnologicalissuesPlannersmustalsoscantheirindustryenvironment.InternalenvironmentAssessthefirm’sstrengthsandweaknessesinordertoformstrategicgoalsthattakeadvantageofstrengthsThetaskofgatheringinformationforstrategyformulationrestswithallmanagersandemployees.StrategicPlanningStep2:ScanStrategicPlanningStep3:SetstrategicgoalsSpecifythedesiredoutcomesthatmustbereachedifthefirmistoaccomplishitsmissionStrategicgoalsshouldbe:SpecificChallengingMeasurableStrategicPlanningStep3:SetStrategicPlanningStep4:FormulateastrategicplanSpecifiesthecoursesofactionafirmmusttakeinordertomeetitsstrategicgoalsFormulatedby:TranslatingorganizationalgoalsintomorenarrowfunctionalordepartmentalgoalsDevisingstrategiesformeetingthesegoalsStrategicPlanningStep4:FormHRPandStrategicPlanningStrategicAnalysisWhathumanresourcesareneededandwhatareavailable?StrategicFormulationWhatisrequiredandnecessaryinsupportofhumanresources?StrategicImplementationHowwillthehumanresourcesbeallocated?HumanResourcesPlanningStrategic
PlanningHRPandStrategicPlanningStraClarifyperformanceexpectationsandfuturemanagementmethods:values,guidingprinciplesbusinessmissionobjectivesandprioritiesresourceallocationsIdentifypeople-relatedbusinessissuesDefineHRstrategies,objectives,andactionplansImplementHRprocesses,policiesandpracticesImplementprocessestoachievedesiredresults:
businessgoalscompanystrengths/weaknessesexternalopportunities/threatssourceofcompetitiveadvantageEstablishthecontext:
businessgoalscompanystrengths/weaknessesexternalopportunities/threatssourceofcompetitiveadvantageStrategicAnalysisStrategyFormulationStrategyImplementationHumanResourcePlanningIntegrating
HRPandStrategicPlanningAdaptedfrom:JamesW.Walker,“IntegratingtheHumanResourceFunctionwiththeBusiness,”HumanResourcePlanning14,no.2(1996):59–77.Reprintedwithpermission.StrategicStrategyStrategyHumHumanResourcePlanningModel
Ⅰ.CollectInformationA.FromtheExternalEnvironment1.Economy-GeneralandSpecificIndustry2.Technology3.Competition4.LaborMarkets5.DemographicandSocialTrends6.GovernmentRegulationsHumanResourcePlanningModel
HumanResourcePlanningModelⅠ.CollectInformationB.FromInsidetheOrganization1.Strategy2.BusinessPlans3.CurrentHumanResources4.RatesofTurnoverandMobilityHumanResourcePlanningModelⅠHumanResourcePlanningModelⅡ.ForecastDemandforHumanResourcesA.Short-andLong-TermB.AggregateorIndividualPositionsⅢ.ForecastSupplyofHumanResourcesA.InternalSupplyB.ExternalSupplyHumanResourcePlanningModelⅡHumanResourcePlanningModelⅣ.PlanandConductNeededPrograms
A.IncreaseorReduceWorkForceSizeB.ChangeSkillMixC.DevelopManagerialSuccessionPlansD.DevelopCareerPlansⅤ.FeedbackonthePlanningProcess
A.WeretheForecastsAccurate?B.DidtheProgramsMeettheNeeds?HumanResourcePlanningModelⅣForecastingDemandforEmployeesDefinitionMethodsForecastingDemandforEmployeDefinitionDemandforecasting:AprocessusedinHRPthatentailspredictingthenumberandtypesofpeopletheorganizationwillneedatsomefuturepointtime.DefinitionDemandforecasting:MethodsQuantitativeMethods/Managerialjudgement/JudgmentalmethodsQualitativeMethods/StatisticalapproachesMethodsQuantitativeMethods/MStatisticalApproachesto
DemandForecastingTrendanalysisRatioanalysisRegressionanalysisStatisticalApproachesto
DemWhenAreStatisticalApproachestoDemandForecastingAppropriate?StableenvironmentBusinessfactorcanbepredictedwithsomeaccuracyTherelationshipbetweenworkforcesizeandbusinessfactorremainsconstantovertimeWhenAreStatisticalApproacheJudgmentalMethodsofDemandForecastingGroupbrainstormingSalesforceestimatesDelphiMethodJudgmentalMethodsofDemandFSupplyForecasting
DefinitionMethodsSupplyForecasting
DefinitionDefinitionSupplyforecasting:Aprocessusedtoestimatewhichorganizationalpositionswillbefilledatsomefuturepointintime.DefinitionSupplyforecasting:ASupplyAnalysisMarkovAnalysisSkillsInventoriesReplacementChartsStaffingTablesSuccessionPlanningToolsofInternalSupplyAnalysisSupplyAnalysisMarkovAnalysisAnExecutiveReplacementChartAnExecutiveReplacementChartManagementReplacementChartShowingDevelopmentNeedsofFutureDivisionalVicePresidentManagementReplaceme
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