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HRM Landscape

HR-
Strategy &
Planning

Talent
Development

Change
Management
Learning
Talent
Acquisition Work
Retention
Candidate Compensation
Selection & Benefits

HR Social HR
HR-IT
Organization Media Controlling

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 13

Main Questions

 How are company strategy and HR strategy


related?

 As part of an HR strategy which company


functions should be of the highest priority?

 How to plan quantitative workforce demand on


both strategic and operational level?

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 14


1
Strategic Priorities

Innovation Brand Price Design Quality

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 15

Company Strategy – HR Strategy

Company Strategy Employees HR Strategy

Strategic Challenges Competencies Key Functions

Strategic Priorities Motivation Recruiting

Business Objectives Commitment Development

Competitive Values Communication


Advantages
Availabilty Layoffs
Company Vision

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 16


2
Which function is of the highest Importance?

Management

Core Functions

Sales/
Product Prod.- Production/ Key Service/
Mgmt
R&D Design
Planning Engineering
Marketing
Account Support
Mgmt

Supportive Functions

Human Public
Quality Controlling/ Facility/
Mgmt
IT Accounting
Resource
Security
Relations/ Purchase Logistics
Mgmt Comm.

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 17

Key- and Bottleneck-Functions

Low

Talent
Availability

High
Low Strategic High
Relevance

Source: Trost, A. (2012). Talent Relationship Management. Personalgewinnung in


Zeiten des Fachkräftemangels. Heidelberg: Springer.
Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 18
3
Added Value in Key Functions and other
Functions

Added
Value

Key Functions  In key functions there


is an exponential
relationship between
performance and
added value
Mean
 Added value in key
Others functions is higher
compared to other
functions

Performance

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 19

Age Structure Analysis

600

500
Manager

Employees
400

Number 300

200

100

0
20 25 30 35 40 45 50 55 60 65 70

Age

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 20


4
Factors determining Workforce Demand

Senior

Promotion
Hiring out Losses
From outside Retirement,
Promotion Turnover
Professional in

Junior

Growth

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 21

Strategic Workforce Planning

2013 2014 2015 2016

Employees 120 128 132 140

Demand 18 23 28 29

Internal Availability 15 12 8 7

External Demand 3 11 20 22

Risk

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 22


5
Quantitative Workforce Planning Methods

 Leading Indicators
Determine the ratio between Performance and required
numbers of employees based on programmatic
assumptions (e.g. professors/students, nurses/patients).
 Trend Analysis
Applying statistical models that predict labour demand for
the future, given objective statistics from the previous
years
 Task Analysis
Tasks are identified and quantified in terms of
appearance and workload
 Conclusion by Analogy
Determine workforce requirements according to those of
similar organizational units or companies

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 23

Operational Workforce Planning


Revenue # Sales Revenue/ # Other Total #
Year # Mgr
(T€) Reps FTE* (T€) FTE of FTE
2004 6.000 30 200 9 39 6
2005 6.480 35 185 11 46 7
2006 6.998 37 189 12 49 7
2007 7.558 37 204 12 49 7
2008 8.163 36 227 13 49 7
2009 8.816 43 205 14 57 8
2010 9.521 46 207 13 59 8
2011 10.283 55 187 15 70 10
2012 11.106 58 191 17 75 11
2013 11.994 60 200 18 78 11

2014 12.954 65 20 85 12
Demand 5 2 1

Average annual Revenue Growth 8%


Average Revenue/Sales Rep (T€) 200
Average Relation Other Ees/Sales Reps 0,31
Span of Control 7 * FTE: Full Time Equivalent

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 24


6
Workforce Planning using Task Analysis
Example Italian Restaurant

Duration/
Assumptions # Tasks # Duration (h)
Task (Min)
Core Tasks 28
Guests/Day 200 Prepare Table 1/Table 67 2 2
Guests/Table 3 Take order 1/Table 67 3 3
Tables/Day 67 Prepare Pizza 1/Guest 200 4 13
Hours/Day 15 Billing 1/Table 67 3 3
Chat 1/Table 67 2 2
Drinks/Guest 2 Prepare Drinks 400 0,5 3
Additional Tasks 10
Breaks 5% 1
Administration 10% 3
Misc. 20% 6
Total 38
Working
8 Workforce Demand (FTE) 4,7
Hours/Day

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 25

Key Terms

Strategic Priority - Strategy - Business-HR-Strategy Linkage


- HR Strategy - Value Chain - Key Function - Bottleneck
Function - Age Structure Analysis - Workforce Demand -
Strategic Workforce Planning - Operational Workforce
Planning - Planning with leading Indicators - Task Analysis

Prof. Dr. Armin Trost Human Resource Management www.armintrost.de 26


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