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I. What is it?
II. Why is it important?
III. How is it done?
IV. Is it really done?
   

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?. often long lag times to fill positions


B. often influences both turnover and
productivity
C. the ³demographic imperative´
demands more such planning
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Ò ight number of people with right skills at right place at right time to
implement organizational strategies in order to achieve
organizational objectives

Ò In light of the organization¶s objectives, corporate and business level


strategies, H  is the process of analyzing an organization¶s
human resource needs and developing plans, policies, and systems
to satisfy those needs
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Ò etting human resource objectives

and deciding how to meet them

Ò nsuring H resource supply meets

human resource demands


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Ò Interfacing with strategic planning and scanning the environment

Ò aking an inventory of the company¶s current human resources

Ò orecasting demand for human resources

Ò orecasting the supply of H from within the organization and in

the external labor market


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Ò Comparing forecasts of demand and supply

Ò lanning the actions needed to deal with anticipated shortage or

overages

Ò eeding back such information into the strategic planning process.


3  #  2 | 

 %

1 2 3
àrganization Human Human easibility
al àbjectives esource esource ?nalysis
equirements rograms

4
5
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%

Ò trategic Human esource lanning


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"&! % 

Ò esigned to insure consistency between organization's


strategic planning process and H .
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3  #  2 | 

 %

àrganization 1 Human 2 Human 3 easibility


al àbjectives esource esource ?nalysis
equirements rograms
4

5
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% 

Ò àperational Human esource lanning

  Õ.ã. A 

Ò nsure H  programs are coordinated and allows the

organization to meet its human resource requirements.


3  #  2 | 

 %

àpen new evelop staffing ecruit skilled ecruiting and


product line for new workers training
2 3
1 installation programs
àpen new evelop feasible
Òroduction technical training
factory and
workers programs ransfers
distribution infeasible
system Òupervisors ransfer because of
Òechnical staff managers from lack of
other facilities managers with
Òàther managers
4 right skills
evelop
new ecruit oo costly to
3
objectives managers from hire from
and plans 5 outside outside
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Ò How many people need to be working and in what jobs to

implement organizational strategies and attain organizational

objectives.

Ò Involves forecasting H needs based on organizational objectives

Ò Involves consideration of alternative ways of organizing jobs

(job design, organizational design or staffing jobs)

Ò xample - eak production could be handled by temporary workers or assigning

overtime. Machine breakdowns assigned to maintenance department or handled by

machine operators
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Ò Choose H M programs (supply)

Ò Involves forecasting or predicting effect of various H programs on


employee flowing into, through and out various job classifications.

Ò irst determine how well existing programs are doing then forecast
what additional programs or combination of programs will do

Ò eed to know capabilities of various programs and program


combinations
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Ò Capable of being done


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Ò o the benefits outweigh the costs


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³If no feasible H program can be devised, the


organization must revise strategic plans.´
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Ò àversimplification of planning process -lanning


does not normally proceeds till find first
acceptable plan
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Ò àversimplification of the benefit of planning is the specific plans that


result

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Ò H  in practice is usually less rational and may omit one or more of


the steps
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Ò one to guide and coordinate all H activities so they work together

to support the overall strategy

Ò esponsive to internal and external environment

Ò lanning - done in advance

Ò trategic - linked with higher level planning


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Ò rocess of projecting the organization¶s future H needs (demand)


and how it will meet those needs (supply) under a given set of
`  about the organization¶s policies and the
environmental conditions in which it operates.

Ò Without forecasting cannot assess the disparity between supply and


demand nor how effective an H program is in reducing the
disparity.
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44 Choose human 

B =8 
=8  resource programs

etermine
Internal programs xternal programs
organizational
objectives Òromotion Ò ecruiting
Òransfer Òxternal selection
ÒCareer planning Òxecutive exchange
Òraining
emand Òurnover control
forecast for each
objective

?ggregate Internal supply forecast xternal supply forecast


demand forecast
oes aggregate
supply meet ?ggregate supply
aggregate forecast
demand? o

Yes

Go to feasibility analysis steps


  ' = #

Ò àrganizational features (e.g., staffing capabilities)

Ò roductivity - rates of productivity, productivity changes

Ò ates of promotion, demotion, transfer and turnover


3  ' =
#

Ò xternal labor market factors (retirements,

mobility, education, unemployment)

Ò Controllable company factors on external

factors (entry-level openings, recruiting,

compensation)
4% = #

Ò àrganizational and unit strategic plans

Ò ize of organization

Ò taff and Managerial upport

Ò àrganizational design
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Ò How sophisticated

Ò ?ppropriate time frame

Ò ubjective versus objective forecasting methods


'  
Ò àrganizational size
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Ò àrganizational complexity
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Ò àrganizational objectives
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Ò àrganizational plans and strategies


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epends on degree of environmental uncertainty

actors creating uncertainty (shortening time frame)


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actors promoting stability (longer time frame)


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àbjective is inappropriate when:

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Ò elphi Method

Ò taffing able ?pproach

Ò egression ?nalysis

Ò ime eries ?nalysis

Ò inear rogramming
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Ò kills Inventory

Ò eplacement Charts

Ò uccession lanning

Ò low Modeling/Markov ?nalysis

Ò Computer imulations
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Ò earning is recognized as a source of
competitive advantage.
Ò nowledge management technologies
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Ò raining and evelopment (
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Ò Creating the ight Conditions:
 
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Ò xample of àbjectives
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Ò rogrammed instruction on intranet or internet
Ò Videos and Cs
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Ò eleconferencing
Ò Corporate Universities and executive education
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Ò ormal courses
Ò imulation
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Ò ?ssessment centers
Ò ole-playing
Ò Business board games
Ò ensitivity training
Ò Wilderness trips and outdoor training
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Ò Clear Instructions

Ò Behavioral Modeling
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Ò raining to develop team cohesiveness
Ò raining in team procedures
Ò raining to develop work team leaders
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Ò o prepare people from
several cultures to work
together
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living in another culture
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Ò raining for xpatriates
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Ò Managers need to manage operations in several
countries at once
Ò raining and development may include:
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