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CHAPTER THREE

Planning
Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region
McGraw-Hill/Irwin

2006 The McGraw-Hill Companies, Inc., All Rights Reserved.

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Staffing Organizations Model


Organization
Vision and Mission Goals and Objectives

Organization Strategy

HR and Staffing Strategy

Staffing Policies and Programs Support Activities Core Staffing Activities


Legal compliance Planning Recruitment: Selection:
External, internal

Measurement, external, internal

Job analysis

Employment:

Decision making, final match

Staffing System and Retention Management

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Chapter Outline
External

Influences

Staffing

Planning

Economic

Conditions Labor Markets Labor Unions


Human

Staffing

Planning Process Core Workforce Flexible Workforce


Legal

Resource Planning

Issues

Process

and Example Initial Decisions Forecasting HR Requirements Forecasting HR Availabilities External and Internal Environmental Scanning Reconciliation and Gaps Action Planning

AAPs Legality

of AAPs Diversity Programs EEO and Temporary Workers

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Exh. 3.1: Examples of External Influences on Staffing


Economic Conditions

Economic expansion and contraction Job growth and job opportunities Internal labor market mobility Turnover rates

Labor Markets

Labor demand: Employment patterns, KSAOs sought Labor supply: Labor force, demographic trends, KSAOs available Labor shortages and surpluses Employment arrangements

Labor Unions

Negotiations Labor contracts: Staffing levels, staffing quality, internal movement Grievance systems

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Exh. 3.4: The Basic Elements of Human Resource Planning


(3) Conduct Environmental Scans

(1) Forecast Labor Requirements

Compare

(4) Determine Gaps

(5) Develop Action Plans

(2) Forecast Labor Availabilities

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HRP: Forecasting HR Requirements


Statistical
Ratio

techniques

Analysis Analysis

Regression

Judgmental

techniques
approach
approach

Top-down Bottom-up

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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
Markov

techniques
analysis
of Markov analysis

Limitations

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HRP: Forecasting HR Availabilities


(continued)
Replacement

and Succession Planning


planning

Replacement
Succession

planning

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HRP: External Environmental Scanning


External

scanning involves

Tracking

trends and developments in external environment,

Documenting

implications for management of human

resources, and
Ensuring
Exh.

implications receive attention

3.11: Example of Environmental Scan

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HRP: Internal Environmental Scanning


Internal

scanning involves
discussions with key managers
employee attitude surveys key indicators

Informal

Conducting Monitoring
Employee

performance Absenteeism Turnover Accidents


Identifying Assessing

nagging personnel problems

managerial attitudes regarding HR

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HRP: Reconciliation and Gaps


Phase

involves
to grips with projected gaps

Coming Likely

reasons for gaps future implications

Assessing

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HRP: Action Planning


Set

objectives alternative activities

Generate

Assess

alternative activities alternative activities

Choose

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Exh. 3.14: Staffing Alternatives to Deal with Employee Shortages and Surpluses

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Exh. 3.15: Internal vs. External Staffing

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Staffing Planning: Flexible Workforce


Advantages

Disadvantages
Two

categories
employees contractors

Temporary

Independent

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Ethical Issues
Issue

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?