Part 2 Support Activities

Chapter 3: Planning

McGraw-Hill/Irwin

Copyright 2009 by The McGraw-Hill Companies, Inc., All Rights Reserved.

Staffing Organizations Model

Organization
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: Employment:
Decision making, final match External, internal

Measurement, external, internal

Staffing System and Retention Management

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Chapter Outline

External Influences Economic Conditions Labor Markets Technology Labor Unions Human Resource Planning Process and Example Initial Decisions Forecasting HR Requirements Forecasting HR Availabilities Reconciliation and Gaps Action Planning

Staffing Planning Staffing Planning Process Core Workforce Flexible Workforce Outsourcing Legal Issues AAPs Legality of AAPs Diversity Programs EEO and Temporary Workers

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Discussion Questions for This Chapter

What are ways that the organization can ensure that KSAO deficiencies do not occur in its workforce? What are the types of experiences, especially staffing-related ones, that an organization will be likely to have if it does not engage in HR and staffing planning? Why are decisions about job categories and levels so critical to the conduct and results of HRP? What are the advantages and disadvantages of doing succession planning for all levels of management, instead of just top management? What is meant by reconciliation, and why can it be useful as an input to staffing planning? What criteria would you suggest using for assessing the staffing alternatives shown in Exhibit 3.14? What problems might an organization encounter in creating an AAP that it might not encounter in regular staffing planning?
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Ex. 3.1: Examples of External Influences on Staffing

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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

Survey of skill deficiencies Critically required skills

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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

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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

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Technology

Reduces demands for some jobs

Replacement for labor Makes products or services obsolete

Increases demands for others

Change in market composition New product development

Changes in required skills

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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

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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

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Discussion Questions

What are ways that the organization can ensure that KSAO deficiencies do not occur in its workforce? What are the types of experiences, especially staffing-related ones, that an organization will be likely to have if it does not engage in HR and staffing planning? Why are decisions about job categories and levels so critical to the conduct and results of HRP?
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Overview: Human Resource Planning

Process and Example Initial Decisions Forecasting HR Requirements Forecasting HR Availabilities Reconciliation and Gaps Action Planning

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Ex. 3.5: The Basic Elements of Human Resource Planning

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Ex. 3.6: The Basic Elements of Human Resource Planning

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HRP: Initial Decisions

Strategic planning
Comprehensiveness Linkages with larger organizational mission

Planning time frame Job categories and levels

What jobs will be covered by a plan?

Head count (current workforce) Roles and responsibilities

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HRP: Forecasting HR Requirements

Statistical techniques

Exh. 3.7: Examples of Statistical Techniques to Forecast HR Requirements

Judgmental techniques
Top-down approach 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 techniques
Markov analysis Limitations of Markov analysis

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Ex. 3.9 Use of Markov Analysis to Forecast Availabilities

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HRP: Forecasting HR Availabilities (continued)

Replacement and Succession Planning

Replacement planning

Exh. 3.10: Replacement Chart Example Exh. 3.11: Succession Plan Example

Succession planning

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Human Resource Planning

Reconciliation and Gaps

Action Planning

Coming to grips with projected gaps Likely reasons for gaps Assessing future implications

Set objectives Generate alternative activities Assess alternative activities Choose alternative activities

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Ex. 3.12: Operational Format for Human Resource Planning

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Discussion Questions
What are the advantages and disadvantages of doing succession planning for all levels of management, instead of just top management? What is meant by reconciliation, and why can it be useful as an input to staffing planning?

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Staffing Planning Process

Staffing objectives
Quantitative objectives Qualitative objectives

Generate alternative staffing activities

Staffing alternatives to deal with employee shortages and surpluses

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Ex. 3.14 Staffing Alternatives to Deal With Employee Shortages

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Ex. 3.14 Staffing Alternatives to Deal With Employee Surpluses

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Discussion Questions

What criteria would you suggest using for assessing the staffing alternatives shown in Exhibit 3.14?

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Exhibit 3.15 Internal Versus External Staffing

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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

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Staffing Planning: Outsourcing

Advantages Disadvantages Special issues

Employer concerns regarding working conditions Loss of control over quality Offshoring

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Legal Issues

Affirmative Action Plans (AAPs) Guidelines for AAPs

Purpose is remedying past discrimination. Definite underutilization of women and/or minorities Should not penalize majority group members Should be eliminated once goals have been achieved All candidates should be qualified Include organizational enforcement mechanisms

Diversity programs EEO and temporary workers

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Ex. 3.18 Comparing Incumbency to Availability

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Discussion Questions

What problems might an organization encounter in creating an AAP that it might not encounter in regular staffing planning?

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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?
Identify examples of ethical dilemmas an organization might confront when developing an affirmative action plan (AAP).

Issue 2

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