1 / 28

CHAPTER THREE

aminia
Download Presentation

CHAPTER THREE

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

    1. CHAPTER THREE Planning

    2. Staffing Organizations Model

    3. Chapter Outline External Influences Economic Conditions Labor Markets Labor Unions Human Resource Planning Process and Example Initial Decisions Forecasting HR Requirements Forecasting HR Availabilities External and Internal Environmental Scanning Reconciliation and Gaps Action Planning Staffing Planning Staffing Planning Process Core Workforce Flexible Workforce Legal Issues AAPs Legality of AAPs Diversity Programs EEO and Temporary Workers

    4. Exh. 3.1: Examples of External Influences on Staffing Economic expansion and contraction Job growth and job opportunities Internal labor market mobility Turnover rates

    5. General Economic Conditions, Job Growth, HR Movement Impacts

    6. Labor Markets: Demand for Labor Employment patterns Demand for labor is a derived demand Job growth projections Employment growth projections KSAOs sought KSAO requirements Education levels Manufacturing sector - Survey of skill deficiencies Managerial skills - Critically required skills

    7. Labor Markets: Supply of Labor Trends in supply of labor Quantity of labor - Exh. 3.2: Labor Force Statistics Labor force trends relevant to staffing Growth KSAOs Demographics Other trends ??? KSAOs available Educational attainment Literacy Motivation

    8. Labor Markets: Other Issues Labor shortages and surpluses “Tight” labor markets “Loose” labor markets Employment arrangements Full-time vs. part-time Regular or shift work Alternative employment arrangements Exh. 3.4: Usage of Alternative Employment Arrangements and Contingent Workers

    9. Labor Unions Trends in union membership Percentage of labor force unionized Private sector unionization rate Public sector unionization rate Contract clauses affecting staffing Impacts on staffing “Spillover effects”

    10. Labor Unions: Contract Clauses Affecting Staffing Management rights Jobs and job structure External staffing Internal staffing Job posting Lines of movement Seniority Grievance procedure Guarantees against discrimination

    11. What is Human Resource Planning (HRP)? Involves activities to Forecast an organization’s Labor demand -- Requirements Internal labor supply -- Availabilities Compare projections to determine employment gaps Develop action plans to addressing the gaps Staffing planning

    12. Overview: Human Resource Planning Process and example Initial decisions Forecast HR requirements Forecast HR availabilities External and internal environmental scanning Reconciliation and gaps Action planning

    13. Exh. 3.4: The Basic Elements of Human Resource Planning

    14. HRP: Process and Example 1. Determine future HR requirements 2. Determine future HR availabilities 3. Conduct external and internal environmental scanning 4. Reconcile requirements and availabilities - determine gaps 5. Develop action plans to close projected gaps Exh. 3.6: Operational Format and Example for HRP

    15. HRP: Initial Decisions Comprehensiveness of planning Plan-based HRP Special projects HRP Population-based HRP Planning time frame Job categories and levels Head count - current workforce Ignores scheduled time worked by each employee relative to a full workweek - FTEs Ignores vacancies Roles and responsibilities

    16. HRP: Forecasting HR Requirements Statistical techniques Exh. 3.6: Examples of Statistical Techniques to Forecast HR Requirements Judgmental techniques “Top-down” approach “Bottom-up” approach

    17. HRP: Forecasting HR Availabilities Approach Determine head count data for current workforce and their availability in each job category/level See Exh. 3.6 Statistical techniques Markov analysis Exh. 3.8: Use of Markov Analysis to Forecast Availabilities Limitations of Markov analysis

    18. HRP: Forecasting HR Availabilities (continued) Replacement and Succession Planning Replacement planning Exh. 3.9: Replacement Chart Example Succession planning Exh. 3.10: Succession Plan Example

    19. HRP: External Environmental Scanning External scanning involves Tracking trends and developments in external environment, Documenting implications for management of human resources, and Ensuring implications receive attention Exh. 3.11: Example of Environmental Scan

    20. HRP: Internal Environmental Scanning Internal scanning involves Informal discussions with key managers Conducting employee attitude surveys Monitoring key indicators Employee performance Absenteeism Turnover Accidents Identifying nagging personnel problems Assessing managerial attitudes regarding HR

    21. HRP: Reconciliation and Gaps Phase involves Coming to grips with projected gaps Likely reasons for gaps Assessing future implications Exhibit 3.12: Format and Example for Human Resource Planning (HRP)

    22. HRP: Action Planning Set objectives Generate alternative activities Assess alternative activities Choose alternative activities

    23. Staffing Planning Process Staffing objectives Quantitative objectives Exh. 3.14: Setting Numerical Staffing Objectives Qualitative objectives Generate alternative staffing activities Exh. 3.15: Staffing Alternatives to Deal with Employee Shortages and Surpluses Assess and choose alternatives Exh. 3.16: Organizations’ Responses to Staffing Strategies Survey

    24. Exh. 3.14: Staffing Alternatives to Deal with Employee Shortages and Surpluses

    25. Staffing Planning: Core Workforce Advantages Disadvantages Staffing philosophy Internal vs. external staffing Exh. 3.17: Internal vs. External Staffing EEO / AA practices Applicant reactions Staffing flows Organization staffing flowchart Exh. 3.18: Staffing Flowchart for Medium-Sized Printing Company

    26. Exh. 3.15: Internal vs. External Staffing

    27. Staffing Planning: Flexible Workforce Advantages Disadvantages Two categories Temporary employees Staffing firms Exh. 3.16: Factors to Consider When Choosing a Staffing Firm Independent contractors

    28. Legal Issues Affirmative Action Plans (AAPs) Exh. 3.20: Example of AAP: Essential Components Affirmative Action Programs Regulations Legality of AAPs Guidelines for AAPs Diversity programs EEO and temporary workers

    29. Ethical Issues Issue 1 Does an organization have any ethical responsibility to share with all of its employees the results of its forecasting of HR requirements and availabilities? Does it have any ethical responsibility not to do this? Issue 2 Identify examples of ethical dilemmas an organization might confront when developing an affirmative action plan (AAP).

More Related