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CHAPTER THREE

Planning
Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region
McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Staffing Organizations Model

Organization
Vision and Mission Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs Support Activities Core Staffing Activities

Legal compliance Planning Job analysis Recruitment: Selection:
External, internal

Measurement, external, internal

Employment:

Decision making, final match

Staffing System and Retention Management

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Chapter Outline
 External

Influences

 Staffing
 Core

Planning
Process

 Economic

Conditions  Labor Markets  Labor Unions

 Human

 Staffing Planning

Workforce  Flexible Workforce

 Legal

Resource Planning

Issues

 Process

and Example  Initial Decisions  Forecasting HR Requirements  Forecasting HR Availabilities  External and Internal Environmental Scanning  Reconciliation and Gaps  Action Planning

 AAPs  Legality

of AAPs  Diversity Programs  EEO and Temporary Workers

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Exh. 3.1: Examples of External Influences on Staffing

Economic Conditions
   

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

Labor Markets
   

Labor demand: Employment patterns, KSAOs sought Labor supply: Labor force, demographic trends, KSAOs available Labor shortages and surpluses Employment arrangements

Labor Unions
  

Negotiations Labor contracts: Staffing levels, staffing quality, internal movement Grievance systems

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Exh. 3.4: The Basic Elements of Human Resource Planning

(3) Conduct Environmental Scans (1) Forecast Labor Requirements

Compare

(4) Determine Gaps

(5) Develop Action Plans

(2) Forecast Labor Availabilities

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HRP: Forecasting HR Requirements

 Statistical
 Ratio

techniques

Analysis Analysis

 Regression

 Judgmental

techniques
approach

 Top-down

 Bottom-up approach

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HRP: Forecasting HR Availabilities

 Approach
 Determine

head count data for current workforce and their availability in each job category/level

 Statistical
 Markov

techniques

analysis  Limitations of Markov analysis

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HRP: Forecasting HR Availabilities

(continued)
 Replacement

and Succession Planning

planning

 Replacement  Succession

planning

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HRP: External Environmental Scanning

 External

scanning involves

 Tracking

trends and developments in external environment, implications for management of human

 Documenting

resources, and
 Ensuring
 Exh.

implications receive attention

3.11: Example of Environmental Scan

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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

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HRP: Reconciliation and Gaps

 Phase

involves
to grips with projected gaps

 Coming  Likely

reasons for gaps future implications

 Assessing

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HRP: Action Planning

 Set

objectives alternative activities

 Generate

 Assess

alternative activities alternative activities

 Choose

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

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Exh. 3.15: Internal vs. External Staffing

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Staffing Planning: Flexible Workforce

 Advantages  Disadvantages  Two

categories
employees contractors

 Temporary

 Independent

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Ethical Issues
 Issue

 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?