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Chapter 5

Chapter 5. Human Resource Planning. Much like Rip Van Winkle! You wake up in 10 years. Tell me about the world. What is Planning? Recognizing change. Knowing where you are going and how to get there. Planning techniques Environmental Scanning Delphi Technique Nominal Group technique.

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Chapter 5

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  1. Chapter5 Human Resource Planning

  2. Much like Rip Van Winkle! You wake up in 10 years. Tell me about the world

  3. What is Planning? Recognizing change. Knowing where you are going and how to get there.

  4. Planning techniques Environmental Scanning Delphi Technique Nominal Group technique

  5. The Delphi Technique • Procedures to obtain the most reliable consensus of opinion of a group of experts • The average # is used to forecast • A person serves as • an intermediary

  6. NOMINAL GROUP TECHNIQUE Use of several expert opinions coupled with a brainstorm to generate decisions that are better than an individual

  7. Human Resource Planning More effective and efficient use of people at work. More satisfied and better developed employees. More effective equal employment opportunity planning.

  8. More effective & efficient people Who is needed What is needed When needed

  9. EEO Planning Affirmative Action Plans Workforce analysis Needs analysis

  10. Satisfied developed employees Changing attitudes Economic issues Family / work issues Individual growth & development

  11. U.S. Births: 1935 - 1991 BIRTHS YEAR

  12. What Employees Want in Job • Enjoyment • Use skills • Personal development • Feeling what they do matters • Benefits • Recognition • Collegiality • Location • Money

  13. Freshman Objectives Well off financially Raising a family Helping others Being an authority in my field Recognition

  14. Freshman Objectives Integrating spirituality Developing meaningful philosophy Becoming an entrepreneur Influencing social values

  15. What Employees Want in Job • Enjoyment • Use skills • Personal development • Feeling what they do matters • Benefits • Recognition • Collegiality • Location • Money

  16. The Child Care Effect • The greater the responsibility employees—men or women—take for care of children, the lower their earnings • Mothers, on average, still take much more responsibility for child care than fathers

  17. The Bottom Line? Gender equity off the job is still not a reality, even though there are more and more dual-earner couples in the workforce, and work hours for both men and women are getting longer.

  18. Workplace2007 Issues • Women and minorities in the workforce • Mothers in the workplace • Single parent heads of households • Day care needs

  19. Workplace2007 Issues • Elder care • Violence in workplace • Chronic labor shortages • Under educated workforce • Job migrations

  20. Married fathers living in dual-earner couples in 1977 and 2005 1977 2006 1977 2006 2007NSCW

  21. There is an increase in the number of dual-earner couples 1977 2006 1977 2006 2007NSCW

  22. Work time has increased 70 1977 2006 82 81 1977 91 2006 And jobs have become more demanding and hectic 2007 NSCW

  23. However, men are also more involved in the care of children, according to their wives 1992 2006 2007NSCW

  24. Men spend more time caring for children 3.5 ns 3.3 hrs. 1.9 hrs. 2.7*** hours Statistical Significance: ** = p < .01; *** p < .001; ns = not significant. 2007NSCW

  25. Men and women both provide elder care • 35 percent of employees had significant elder care responsibilities in the past year — women and men alike So where where are we getting the time? 2007 NSCW

  26. Dramatic decreases in “time for self” 2.1 hrs. hours 1.3 *** 1.6 hrs. 0.9*** Statistical Significance: ** = p < .01; *** p < .001; ns = not significant. 2007 NSCW

  27. How have employers responded? • There is greater access to flexibility 1992 2006 1992 2006 2007NSCW

  28. How have employers responded? • Employees have more control over the scheduling of work hours 1992 2006 1992 2006 1992 2006 2007 NSCW

  29. Flexible work arrangements related to job satisfaction in 2005 Low Flex Mid Flex High Flex Employees Reporting High Levels of Job Satisfaction 2006 NSCW

  30. Flexible work arrangements related to commitment to employer in 2005 Low Flex Mid Flex High Flex Employees Reporting High Levels of Loyalty and Willingness To Work Harder than Required to Help Their Employers Succeed 2007 NSCW

  31. Flexible work arrangements related to retention in 2005 Low Flex Mid Flex High Flex Employees Reporting High Likelihood of Retention for Next Year 2007 NSCW

  32. Flexible work arrangements related to mental health in 2005 Low Flex Mid Flex High Flex Employees Exhibiting Significantly Better Mental Health than Other Respondents 2007 NSCW

  33. To be an employer of choice… • Listen to employees • Provide flexibility without jeopardy • Reduce low-value work • Increase supervisor support • Improve the supportiveness of the workplace culture

  34. Analyzing the Current HR SupplyThe Skills Inventory • Data summarizing the status of present skills • Data summarizing the employee’s past • Data that focuses on the future • Vary greatly in sophistication • Maintained through interviews and questionnaires • Main components

  35. CEO VP of Marketing VP of HRM VP of Finance Compensation Manager Training and Development Manager Succession Planning and Replacement Charts • Tools to integrate summary data about individuals currently in the organization • Charts to pinpoint potential problem areas in terms of human resource planning

  36. Succession Planning • Between 50 and 70 percent of senior-level replacements come from within an organization. • An effective succession plan has contingencies for unanticipated vacancies. • Only 42% have CEO succession plans.

  37. Internal Advantages Employees know, Increased morale Lower costs Internal Disadvantages Lack new ideas Political In fights for promotions Morale problem from those not promoted Internal Vs. External Recruiting

  38. External Advantages New insights New blood External Disadvantages Morale problems for company Longer adjustment time May not be culture fit Internal v External promotions

  39. 5-7 Human Resource Information System (HRIS) • Sophisticated computerized systems to control of the flow of HR information • Integrated approach with wide applications • Recruitment and applicant tracking • Employment transactions • Succession planning • Training and career development • Raises employee rights concerns

  40. Skills Inventories • A list of names, characteristics, and skills of the people working for the organization.

  41. Skills Inventories Replacement Planning Skills depth: Too many- Not enough-

  42. INTERNAL Turnover Growth Quits EXTERNAL Grads Births Immigration Second Careers Estimating Supply

  43. Major Planning Activities • Succession Planning • Staffing predictions • Workforce needs • Human Resource costs ( pay, benefits etc.) • Legislative initiatives • Productivity

  44. Political trends • Safety & terrorism • Managing employee data securely • Government access to employee information • Immigration • Shifting Social Burdens to Corporations and individuals

  45. Demographic trends • Aging workforce will bring new S&H issues to forefront • Labor shortages and safety issues from overworked employees • Gender issues such as ergonomic injuries in female employees • Communicating with non-English speaking employees

  46. Shortage of Technical Talent • Brain drain to outsourced countries • Fewer U.S. graduates with technical advanced degrees • Majority of graduates science programs filled with foreign students 56% Masters and 66% PhD • H1-B Visas limited to 65,000 per year • Gates and others want to eliminate H1-B quotas. • What would you recommend?

  47. Economic trends • Rising health care costs may lead to self medication • Federal cost cutting health care measures may increase burden on employers to cover a much larger constituency ..e.g. suppliers, parents of employees, etc.

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