Lecturer: Moez Allidina

PART 2
SUPPORT ACTIVITIES

Chapter 03:
Planning

Copyright 2015 by The McGraw-Hill Companies, Inc. All rights reserved.

STAFFING ORGANIZATIONS MODEL

Organization
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 3: LEARNING OBJECTIVES

Recognize external influences that will shape the planning process
Understand how strategic plans integrate with staffing plans
Become familiar with statistical and judgmental techniques for
forecasting HR requirements and availabilities
Know the similarities and differences between replacement and
succession planning
Understand the advantages and disadvantages of core
workforce, flexible workforce, and outsourcing strategies for
different groups of employees
Learn how to incorporate diversity into the planning process
Recognize the fundamental components of an affirmative action
plan
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EX. 3.1: EXAMPLES OF EXTERNAL

INFLUENCES ON STAFFING

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LABOR MARKETS: DEMAND FOR LABOR

Employment Patterns:
Demand for labor is a derived demand
Job growth projections
Employment growth projections

KSAOs sought:
KSAO requirements
Education levels

Survey of skill deficiencies

Critically required skills
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LABOR MARKETS: SUPPLY OF LABOR

Trends in Supply of Labor
Quantity of labor - Exh. 3.2: Labor Force Statistics
Labor force trends relevant to staffing
Growth
KSAOs
Demographics
Other trends ???

KSAOs available
Educational attainment
Literacy
Motivation
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LABOR MARKETS: OTHER ISSUES

Labor Shortages and Surpluses
Tight labor markets
Loose labor markets

Employment Arrangements
Full-time vs. Part-time
Regular or Shift Work
Alternative employment arrangements
Exh. 3.4: Usage of Alternative Employment Arrangements and
Contingent Workers

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TECHNOLOGY
Reduces demands for some jobs:
Replacement for labor
Makes products or services obsolete

Increases demands for others:

Change in market composition
New product development

Changes in required skills

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LABOR 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: CONTRACT

CLAUSES AFFECTING STAFFING
Management Rights
Jobs and Job Structure
External Staffing
Internal Staffing
Job Posting
Lines of Movement
Seniority

Grievance Procedure
Guarantees against discrimination
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DISCUSSION QUESTIONS
What are ways that the organization can ensure
that KSAO deficiencies do not occur in its
workforce?
What are the types of experiences, especially
staffing-related ones, that an organization will be
likely to have if it does not engage in HR and
staffing planning?

Why are decisions about job categories and

levels so critical to the conduct and results of HRP?
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OVERVIEW: HUMAN RESOURCE PLANNING

Process and Example
Initial Decisions
Forecasting HR Requirements
Forecasting HR Availabilities
Reconciliation and Gaps

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EX. 3.5: THE BASIC ELEMENTS

OF HUMAN RESOURCE PLANNING

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EX. 3.6: THE BASIC ELEMENTS

OF HUMAN RESOURCE PLANNING

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HRP: INITIAL DECISIONS

Strategic Planning
Comprehensiveness
Linkages with larger organizational mission

Planning Time Frame

Job Categories and Levels
What jobs will be covered by a plan?

Head Count (current workforce)

Roles and Responsibilities
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HRP: FORECASTING HR REQUIREMENTS

Statistical Techniques
Exh. 3.7: Examples of Statistical Techniques to Forecast
HR Requirements

Judgmental Techniques
Top-down approach
Bottom-up approach

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HRP: FORECASTING HR REQUIREMENTS

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HRP: FORECASTING HR REQUIREMENTS

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HRP: FORECASTING HR REQUIREMENTS

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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 techniques
Markov Analysis
Limitations of Markov Analysis

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EX. 3.9: USE OF MARKOV ANALYSIS TO

FORECAST AVAILABILITIES

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EXHIBIT 3.10: REPLACEMENT CHART

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EXHIBIT 3.11: SUCCESSION PLAN

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HUMAN RESOURCE PLANNING

Reconciliation and Gaps

Action Planning

Coming to grips with

projected gaps
Likely reasons for gaps
Assessing future
implications

Set objectives
Generate alternative
activities
Assess alternative
activities
Choose alternative
activities

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EX. 3.12: OPERATIONAL FORMAT FOR HUMAN

RESOURCE PLANNING

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DISCUSSION QUESTIONS
What are the advantages and disadvantages of doing
succession planning for all levels of management, instead
of just top management?
What is meant by reconciliation, and why can it be useful
as an input to staffing planning?

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EXHIBIT 3.15 INTERNAL VERSUS EXTERNAL STAFFING

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