Professional Documents
Culture Documents
HR Planning
What is HR Planning?
Growth
Recruit adequate numbers and mix of qualifies workers. Plan management succession. Mange rapid internal labor market movements
Meet external market but consider internal equity effects. Establish formal compensation structures.
Decline
Improve productivity and achieve flexibility in work rules. Negotiate job security and employmentadjustment policies
(forecast demand)
a. Judgmental Estimates
Participants write down all ideas that occur to them, keeping their lists private at this point. Creativity is encouraged during this phase.
Leader asks each participant to present ideas and writes them on a blackboard or flipchart, continuing until all ideas have been recorded. Participants discuss each others ideas, clarifying, expanding, and evaluating them as a group. Participants rank ideas privately in their own personal order and preference. The idea that ranks highest among the participants is adopted as the groups judgment.
Leaders send questionnaire to willing participants, who record their judgments and recommendations and return the questionnaire.
Leaders compiles summaries and reproduces participants responses. Leader sends the compiled list of judgment to all participants. Participants comment on each others ideas and propose a final judgment. Leader looks for consensus Leader accepts consensus judgment as groups choice.
(forecast demand)
b. Statistical
Regression
Past levels of various work load indicators, such as sales, production levels, and value added, are examined for statistical relationships with staffing levels. Where sufficiently strong relationships are found, a regression (or multiple regression) model is derived. Forecasted levels of the retained indicator(s) are entered into the resulting model and used to calculate the associated level of human resource requirements.
Productivity ratios
Historical data are used to examine past levels of a productivity index (P): P = Work load / Number of People Where constant, or systematic, relationships are found, human resource requirements can be computed by diving predicted work loads by P.
Past staffing levels (instead of work load indicators) are used to project future human resource requirements. Past staffing levels are examined to isolate and cyclical variation, long-tem terms, and random movement. Longterm trends are then extrapolated or projected using a moving average, exponential smoothing, or regression technique.
Regression Analysis
1. Statically identify historical predictor of workforce size Example: FTEs = a + b1 sales + b2 new customers 2. Only use equations with predictors found to be statistically significant 3. Predict future HR requirements, using equation Example: (a) FTEs = 7 + .0004 sales + .02 new customers (b) Projected sales = $1,000,000 Projected new customers = 300 (c) HR requirements = 7 + 400 + 6 = 413
Ratio analysis
Promotability
.60 .20
.55 .15
.65
30 20 50
30
55 30 85
130 130
c. Assess alternatives
The following definitions were used in this survey for alternative scheduling strategies:
Part-time: A regular employee who works fewer than 35 hours per week. Flextime: A system than enables employees to vary their schedules: Usually, the flexibility applies to starting and finishing times. Compressed workweek: A full-week schedule (usually 40 hours) than occurs in fewer than five days, such as four 10-hour days. Job sharing: Two or more employees split a full-time position, diving the responsibilities, and, to some degree, the compensation. Work-at-home: A program that enables employees to complete work at home (or at a remote office closer to home) on a regular basis. It is often referred to as flexplace or telecommuting. 84%
13%
c. Assess alternatives
d. Choose alternative KEEP PHILOSOPHY IN MIND