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PLANNING

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PLANNING CHAPTER 3 Planning HR Planning is the process of forecasting the organization s future employment needs and then developing action staffing plans and ... – PowerPoint PPT presentation

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Title: PLANNING


1
PLANNING
  • CHAPTER 3

2
Planning
  • HR Planning is the process of forecasting the
    organizations future employment needs and then
    developing action staffing plans and programs

3
Constraints
  • Internal
  • Strategy
  • Goals
  • Organizational Culture
  • Nature of Task
  • Work Group Composition
  • Leadership Style
  • External
  • Government Laws and Regulations
  • Union
  • Economic Conditions
  • Labor Market/Force

4
Economic Conditions
  • Economic expansion and contraction
  • Job growth job opportunities
  • Internal labor market mobility
  • Turnover rates

5
Labor Markets
  • Labor demand employment patterns KSAOs sought
  • Labor supply labor force, demographic trends,
    KSAOs available
  • Labor shortages surpluses
  • Employment arrangements

6
Labor Unions
  • Negotiations
  • Labor contracts staffing levels, staffing
    quality, internal movement
  • Grievance systems

7
Human Resource Planning (Ex. 3.5)
  • 1. Determine future Human Resource requirements
  • 2. Determine future Human Resource availabilities
  • 3. Conducting external and internal environmental
    scanning
  • 4. Determine gaps
  • 5. Develop action plans to close gaps

8
Initial Decisions
  • Comprehensiveness of Planning
  • Planning Time Frame
  • Job Categories Levels
  • Head Count (Current Workforce)- FTEs
  • Roles Responsibilities

9
Forecasting HR Requirements
  • Statistical Techniques- Ex. 3.7
  • Ratio Analysis
  • Regression Analysis
  • Judgmental Techniques (Human Decision Making)

10
Forecasting HR Availabilities
  • Existing employees may
  • stay in same job
  • be promoted
  • transfer
  • be demoted
  • exit

11
Forecasting HR Availabilities
  • Statistical Techniques
  • Markov Analysis
  • Judgmental Techniques
  • Executive reviews
  • Succession Planning (Ex. 3.10)
  • Vacancy Analysis (Ex. 3.11)

12
Markov Analysis (Ex. 3.9)
  • Limitations
  • Small samples yield unstable estimates of future
    availabilities
  • Cant detect multiple moves during specified time
    period
  • Job category shouldnt be too broad (unit of
    analysis)
  • Doesnt explain underlying causes among specific
    employees

13
Environmental Scanning
  • External
  • Tracking trends developments in the outside
    world
  • Conferences
  • Publications
  • Media
  • What does the labor market look like for
    geologists over the next 5 years?
  • Internal
  • Understanding and keeping current on developments
    within the organization
  • Quality of work life
  • Strategic plans
  • Attitudinal surveys
  • Accident reports
  • Training
  • Will current employees be available in the next
    5 years?

14
Gap Reconciliation (Ex. 3.13)
  • Review Current Workforce
  • Determine Gap
  • Requirements
  • - Availabilities
  • Surplus or (Shortage)
  • Considerations
  • Promotions
  • Transfers
  • Retirements
  • Voluntary Turnover
  • Layoffs
  • When is the gap material?

15
Action Planning
  • Staffing Objectives (headcount or qualifications)
  • Generating Alternative Staffing Activities
  • Assessing Alternatives
  • Choosing Alternatives
  • What do we do and how? Any contingencies?

16
Alternative Staffing Activities (Ex. 3.15)
  • Surplus
  • Hiring freeze/attrition
  • Layoffs
  • Transfer
  • Retrain
  • Retirement incentives
  • Reduce work week
  • Reduce part-time and contingency workers
  • Transfer work in
  • Shortage
  • New Hires
  • Recalls
  • Transfer
  • Training/Retrain
  • Overtime
  • Part-time
  • Contingent workers
  • Transfer work out

17
Workforce
  • Core Workforce
  • Regular Full-time
  • Part-time (Job Sharing)
  • Stability, Continuity, Predictability
    Qualification Control
  • - Costly, Lock-in, Legal Compliance
  • Flexible Workforce
  • Temporary (agency) or staffing firms (Ex. 3.19)
  • Independent Contractors
  • Flexibility, Cost effectiveness, Market
    Abilities, Fit
  • - Qualification Control, Learning Curves, Morale

18
Staffing Philosophy (Ex. 3.17)
  • INTERNAL
  • Advantages Positive employee reactions to
    promotion within
  • Quick method to identify job applicants
  • Less expensive
  • Little orientation time required
  • Disadvantages No new KSAOs into the organization
  • May perpetuate under representation issues
  • Small labor market to recruit from
  • Employees may require more training time

19
Staffing Philosophy (Ex. 3.17)
  • EXTERNAL
  • Advantages Brings employees in with new KSAOs
  • Larger number of minorities to draw from
  • Large Labor market to draw from
  • Employees may require less training time
  • Disadvantages Negative reaction by internal
    applicants
  • Time consuming to identify applicants
  • Expensive to search external labor market
  • New Employees require more orientation time

20
Staffing Flows (Ex. 3.18)
  • Eligible labor force
  • Potential applicant population
  • Applicants
  • Candidates
  • Finalists
  • Offer Receiver
  • New Hires

21
Affirmative Action Plans (AAPs)(See Ex. 3.20)
  • 1. Quantitative analysis
  • 2. Placement goals
  • 3. Action plans

22
AA Programs Regulations
  • Organizational profile
  • Job group analysis
  • Availability determination
  • Placement goals
  • Designation of responsibility
  • Identification of problem areas
  • Action-oriented programs
  • Internal audit and reporting

23
Legality of AAPs
  • The plan should have as its purpose remedying
    specific past discrimination.
  • There should be definite underutilization of
    women and/or minorities currently in the
    organization.
  • Regarding non-minorities/males, the plan should
    not unsettle their legitimate expectations result
    in their discharge, and not create an absolute
    bar to their promotion.
  • The plan should be temporary, and eliminated once
    aa goals have been achieved.
  • All candidates should be qualified for the
    positions.
  • The plan should include enforcement mechanisms
    and a grievance procedure.
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