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CHAPTER THREECHAPTER THREE
PlanningPlanning
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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Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy
Staffing Policies and Programs
Staffing System and Retention Management
Support Activities
Legal compliance
Planning
Job analysis
Core Staffing Activities
Recruitment: External, internal
Selection:Measurement, external, internalEmployment:Decision making, final match
OrganizationVision and Mission
Goals and Objectives
Staffing Organizations ModelStaffing Organizations Model
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Chapter OutlineChapter Outline
External Influences Economic Conditions Labor Markets Labor Unions
Human Resource Planning Process and Example Initial Decisions Forecasting HR
Requirements Forecasting HR Availabilities External and Internal
Environmental Scanning Reconciliation and Gaps Action Planning
Staffing Planning Staffing Planning Process Core Workforce Flexible Workforce
Legal Issues AAPs Legality of AAPs Diversity Programs EEO and Temporary
Workers
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Exh. 3.1: Examples of ExternalExh. 3.1: Examples of ExternalInfluences on StaffingInfluences on Staffing
Economic expansion and contraction Job growth and job opportunities Internal labor market mobility Turnover rates
Economic Conditions Economic Conditions
Labor demand: Employment patterns, KSAOs sought Labor supply: Labor force, demographic trends, KSAOs available Labor shortages and surpluses Employment arrangements
Labor Markets Labor Markets
Negotiations Labor contracts: Staffing levels, staffing quality, internal movement Grievance systems
Labor Unions Labor Unions
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General Economic Conditions,General Economic Conditions,Job Growth, HR Movement ImpactsJob Growth, HR Movement Impacts
HR Movement Impacts
New labor force entrantsCurrent labor forceUnemployedEmployed
PromotionTransferDemotion
New hires Internal labor market Exit
Out of labor forceUnemployedTo new job
General Economic Conditions
Product marketsLabor markets
Inflation
Interest ratesForeign exchange ratesGovernment regulations
Job GrowthPositive = Expansion Neutral = Stagnation
Negative = Contraction
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Labor Markets: Demand for LaborLabor Markets: Demand for Labor
Employment patternsDemand for labor is a derived demandJob growth projectionsEmployment growth projections
KSAOs soughtKSAO requirements
Education levelsManufacturing sector - Survey of skill
deficienciesManagerial skills - Critically required skills
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Labor Markets: Supply of LaborLabor Markets: Supply of Labor
Trends in supply of laborQuantity of labor - Exh. 3.2: Labor Force StatisticsLabor force trends relevant to staffing
Growth KSAOs Demographics Other trends ???
KSAOs availableEducational attainmentLiteracyMotivation
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Labor Markets: Other IssuesLabor Markets: Other Issues
Labor shortages and surpluses“Tight” labor markets
“Loose” labor markets
Employment arrangementsFull-time vs. part-time
Regular or shift work
Alternative employment arrangements Exh. 3.3: Usage of Alternative Employment Arrangements
and Contingent Workers
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Labor UnionsLabor 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: ContractLabor Unions: ContractClauses Affecting StaffingClauses Affecting Staffing
Management rights Jobs and job structure External staffing Internal staffing
Job postingLines of movementSeniority
Grievance procedure Guarantees against discrimination
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What is Human Resource Planning (HRP)?What is Human Resource Planning (HRP)?
Involves activities to
Forecast an organization’s
Labor demand -- Requirements
Internal labor supply -- Availabilities
Compare projections to determine employment gaps
Develop action plans to addressing the gaps
Staffing planning
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Overview: HumanOverview: HumanResource PlanningResource Planning
Process and example
Initial decisions
Forecast HR requirements
Forecast HR availabilities
External and internal environmental scanning
Reconciliation and gaps
Action planning
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Exh. 3.4: The Basic ElementsExh. 3.4: The Basic Elementsof Human Resource Planningof Human Resource Planning
(5) Develop Action Plans
(5) Develop Action PlansCompare
(1) Forecast Labor Requirements
(1) Forecast Labor Requirements
(2) Forecast Labor Availabilities
(2) Forecast Labor Availabilities
(3) Conduct Environmental Scans
(3) Conduct Environmental Scans
(4) Determine Gaps
(4) Determine Gaps
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HRP: Process and ExampleHRP: Process and Example
1. Determine future HR requirements
2. Determine future HR availabilities
3. Conduct external and internal environmental scanning
4. Reconcile requirements and availabilities - determine gaps
5. Develop action plans to close projected gaps Exh. 3.5: Operational Format and Example for
HRP
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HRP: Initial DecisionsHRP: Initial Decisions
Comprehensiveness of planningPlan-based HRPSpecial projects HRPPopulation-based HRP
Planning time frame Job categories and levels Head count - current workforce
Ignores scheduled time worked by each employee relative to a full workweek - FTEs
Ignores vacancies Roles and responsibilities
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HRP: Forecasting HR RequirementsHRP: Forecasting HR Requirements
Statistical techniques
Exh. 3.6: Examples of Statistical Techniques to Forecast HR Requirements
Judgmental techniques
“Top-down” approach
“Bottom-up” approach
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HRP: Forecasting HR AvailabilitiesHRP: Forecasting HR Availabilities
ApproachDetermine head count data for current workforce and
their availability in each job category/level See Exh. 3.5
Statistical techniquesMarkov analysis
Exh. 3.8: Use of Markov Analysis to Forecast Availabilities
Limitations of Markov analysis
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HRP: Forecasting HR Availabilities HRP: Forecasting HR Availabilities (continued)(continued)
Replacement and Succession Planning
Replacement planning
Exh. 3.9(pg.105): Replacement Chart Example
Succession planning
Exh. 3.10 (p. 107): Succession Plan Example
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HRP: External Environmental ScanningHRP: External Environmental Scanning
External scanning involves
Tracking trends and developments in external environment,
Documenting implications for management of human resources, and
Ensuring implications receive attention
Exh. 3.11: Example of Environmental Scan
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HRP: Internal Environmental ScanningHRP: Internal Environmental Scanning
Internal scanning involves Informal discussions with key managersConducting employee attitude surveysMonitoring key indicators
Employee performance Absenteeism Turnover Accidents
Identifying nagging personnel problemsAssessing managerial attitudes regarding HR
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HRP: Reconciliation and GapsHRP: Reconciliation and Gaps
Phase involves
Coming to grips with projected gaps
Likely reasons for gaps
Assessing future implications
Exhibit 3.12: Format and Example for Human Resource Planning (HRP)
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HRP: Action PlanningHRP: Action Planning
Set objectives
Generate alternative activities
Assess alternative activities
Choose alternative activities
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Staffing Planning ProcessStaffing Planning Process
Staffing objectivesQuantitative objectives
Exh. 3.13: Setting Numerical Staffing ObjectivesQualitative objectives
Generate alternative staffing activitiesExh. 3.14: Staffing Alternatives to Deal with
Employee Shortages and Surpluses Assess and choose alternatives
Exh. 3.16: Organizations’ Responses to Staffing Strategies Survey
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Exh. 3.14: Staffing Alternatives to DealExh. 3.14: Staffing Alternatives to Dealwith Employee Shortages and Surpluses with Employee Shortages and Surpluses
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Staffing Planning: Core WorkforceStaffing Planning: Core Workforce
Advantages Disadvantages Staffing philosophy
Internal vs. external staffing Exh. 3.15: Internal vs. External Staffing
EEO / AA practicesApplicant reactions
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Exh. 3.15: Internal vs. External StaffingExh. 3.15: Internal vs. External Staffing
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Staffing Planning: Flexible WorkforceStaffing 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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Legal IssuesLegal Issues
Affirmative Action Plans (AAPs)
Exh. 3.17: Determining Availability of Minorities and Women
Example of AAP: Essential Components
Affirmative Action Programs Regulations
Legality of AAPs
Guidelines for AAPs
Diversity programs
EEO and temporary workers
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Ethical IssuesEthical Issues
Issue 1Does 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?
Issue 2 Identify examples of ethical dilemmas an organization
might confront when developing an affirmative action plan (AAP).