The document contains two case study answers related to labor demand and workforce reduction strategies at P&G.
In Answer 1, the student explains that P&G can determine labor demand based on product/service demand and external factors. It also notes that P&G has a decentralized HR structure to plan for various subgroups within its large global workforce.
In Answer 2, the student recommends three strategies for P&G to reduce an expected labor surplus without compromising specialized skills: 1) downsizing through planned personnel reductions, 2) early retirement programs to induce voluntary attrition among older workers, and 3) employing temporary workers to gain flexibility.
The document contains two case study answers related to labor demand and workforce reduction strategies at P&G.
In Answer 1, the student explains that P&G can determine labor demand based on product/service demand and external factors. It also notes that P&G has a decentralized HR structure to plan for various subgroups within its large global workforce.
In Answer 2, the student recommends three strategies for P&G to reduce an expected labor surplus without compromising specialized skills: 1) downsizing through planned personnel reductions, 2) early retirement programs to induce voluntary attrition among older workers, and 3) employing temporary workers to gain flexibility.
The document contains two case study answers related to labor demand and workforce reduction strategies at P&G.
In Answer 1, the student explains that P&G can determine labor demand based on product/service demand and external factors. It also notes that P&G has a decentralized HR structure to plan for various subgroups within its large global workforce.
In Answer 2, the student recommends three strategies for P&G to reduce an expected labor surplus without compromising specialized skills: 1) downsizing through planned personnel reductions, 2) early retirement programs to induce voluntary attrition among older workers, and 3) employing temporary workers to gain flexibility.
In my opinion, P&G can determine labor demand by-
- derived from product/service demanded
- external in nature.
Because it has decentralized HR structure also considering it operates in nearly 80 countries and has a workforce of almost 98,000 people-
- It is important to plan for various subgroups within a labor force.
- A comparison of the proportion of workers in protected subgroups with the proportion that each subgroup represents is called a workforce utilization review. - The steps required to execute an affirmative action plan are identical to the steps in the generic planning process.
Answer 2:
Given P&G's complex organizational structure with specialized HR teams in various
departments, the strategies the company should employ to reduce an expected labor surplus without compromising the specialized skills and expertise in each department are-
1. Downsizing: is the planned elimination of large numbers of personnel designed to
enhance organizational competitiveness. Reasons for downsizing include: - need to reduce labor costs - technological changes reduce need for labor - mergers and acquisitions reduce bureaucratic overhead - organizations choose to change the location of where they do business 2. Early Retirement Programs - The average age of the U.S. workforce is increasing. - Baby boomers are not retiring early for several reasons: improved health of older people a fear that Social Security will be cut mandatory retirement is outlawed - Many employers try to induce voluntary attrition among older workers through early retirement incentive programs. 3. Employing Temporary Workers: Hiring temporary workers helps eliminate a labor shortage. Temporary employment affords firms the flexibility needed to operate efficiently in the face of swings in demand. Other advantages include: - temporary workers free a firm from many administrative tasks and financial burdens - temporary workers are often times tested by a temporary agency - many temporary agencies train employees before sending them to employees.