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Documente Cultură
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Human Resource Planning
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10.3
1. Determine 2. Determine
future needs future
turnover
Steps
Involved in
Strategic
Human
Resources
4. Offer Planning
training and 3. Recruit,
developmen hire, or layoff
t as necessary 2-4
HUMAN RESOURCE PLANNING
The development of a
comprehensive staffing strategy
for meeting the organization’s
current & future human resource
needs.
An effort to anticipate future business
and environmental demands upon and
organization and to provide personnel
to fulfill that business and satisfy that
demand.
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HR Planning Process
HR Strategies
The means used to anticipate and manage the supply of and
demand for human resources.
Provide overall direction in which
HR activities will be developed and
Overall managed.
Strategic Plan
Human Resources
Strategic Plan
HR Activities
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Linking Organizational Strategy
to Human Resource Planning
Assessing current human resources
Succession planning
includes the development of replacement charts
portray middle-to-upper level management positions that
may become vacant in the near future
lists information about individuals who might qualify to
fill the positions
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Linking Organizational Strategy
to Human Resource Planning
Predicting the Future Labor Supply
Decreases in internal supply come about through:
Retirements
Dismissals
Transfers-out
Lay-offs
Voluntary quits
Sabbaticals
Prolonged illnesses
Deaths
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Linking Organizational Strategy
to Human Resource Planning
Retirements are the easiest to forecast.
Other factors are much more difficult to project.
Dismissals, transfers, lay-offs, and sabbaticals are more
easily controlled by management.
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Linking Organizational Strategy
to Human Resource Planning
Where Will We Find Workers
migration into a community
recent graduates
individuals returning from military service
increases in the number of unemployed and employed
individuals seeking other opportunities, either part-time
or full-time
The potential labor supply can be expanded by formal
or on-the-job training.
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Linking Organizational Strategy
to Human Resource Planning
Matching Labor Demand and Supply
Employment planning compares forecasts for demand
and supply of workers.
Special attention should be paid to current and future
shortages and overstaffing.
Decruitment or downsizing may be used to reduce
supply and balance demand.
Rightsizing involves linking staffing levels to
organizational goals.
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Linking Organizational Strategy
to Human Resource Planning
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Estimating Internal Labor Supply
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Elements of Effective HR Planning
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Forecasting Future HR Needs (Demand)
Forecasting based on:
projected turnover
quality and nature of employees relative to needs
decisions regarding product quality and new markets
plans for technological and administrative change to increase
productivity and reduce headcount
financial resources available
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Forecasting Future HR Needs (Demand)
Quantitative Approaches:
Trend analysis: review past employment levels
Ratio analysis: ratio of business activity/employees
Scatter plot: graph of business activity/employees
Regression analysis: statistical relationship between business
activity and employees
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Forecasting Future HR Needs
(Demand)
Qualitative Approaches:
2. Nominal Group Technique
experts meet face-to-face
group discussion facilitates exchange of ideas
possible subjectivity, group pressure
3. Delphi Technique
experts work independently
wide range of views
difficult to integrate diverse opinions
4. Managerial judgment
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Forecasting Future HR Supply:
Markov Analysis
tracking the pattern of employee movements through
various jobs and developing a transitional probability
matrix
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Forecasting Future HR Supply
Skills/Management Inventories
summary of each employee’s education, experience,
interests, skills
for managers, also includes managerial
responsibilities, duties in current/previous positions,
management training
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Forecasting Future HR Supply
Replacement Charts/Summaries
visual representations of likely internal replacement
employees for each position, including age, present
performance rating, promotability status
replacement summaries also list relative strengths and
weaknesses, current position
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Forecasting Future HR Supply
Succession Planning
analyze demand for managers/professionals
audit existing executives, project future supply
individual career planning/career counselling
accelerated promotions
performance-related training and development
planned strategic recruitment
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Forecasting Future HR Supply
External Candidates
general economic conditions
national labour market conditions
local labour market conditions
occupational market conditions
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Balancing Supply and Demand
Dealing with a Labour Surplus
hiring freeze
attrition
early retirement buyout programs
reducing hours (job sharing, work sharing, reduced workweek)
layoffs; supplemental unemployment benefits
termination with severance package
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Balancing Supply and Demand
Dealing with a Labour Shortage
overtime
hiring temporary employees
subcontracting work
external recruitment
transfers
promotions
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Balancing Supply and Demand
Canada’s Looming Labour Shortage
over next 20 years, baby boomers will retire, creating a critical
undersupply of labour
retention of older workers
more Aboriginals, visible minorities, females
more apprenticeships
aggressive external recruiting
offer flexible work arrangements
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Balancing Supply and Demand
Flexible Work Arrangements
sought by younger workers to achieve work-life
balance
sought by older workers to bridge to retirement
also assists in meeting customer needs
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Developing and Using a
Strategic HR Plan
Issues
in Matching the Supply of Labor with the
Demand for Labor
Succession Planning
Managing a Human Resources Surplus
Outplacement Services
HR Planning in Mergers and Acquisitions
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Managing a Human
Resources Surplus
Workforce Realignment
“Downsizing”, “Rightsizing”, and “Reduction in Force”
(RIF) all mean reducing the number of employees in an
organization.
Causes
Economic—weak product demand, loss of market share to
competitors
Structural—technological change, mergers and
acquisitions
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Managing a Human Resource
Surplus (cont’d)
Downsizing Approaches
Attrition and hiring freezes
Not replacing departing employees and not hiring new
employees
Voluntary Separation Programs
Early retirement buyouts offer incentives to encourage
senior employees to leave the organization early.
Layoffs
Employees are placed on unpaid leave until called back to
work when business conditions improve.
Employees are selected for layoff on the basis of their
seniority or performance or a combination of both.
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Placement
Person-job Fit
Matching the knowledge, skills and abilities (KSAs) of
people to the characteristics of jobs (tasks, duties and
responsibilities–TDRs).
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What is a Job?
Job
A group of related activities and
duties
Job
Position
The different duties and
responsibilities performed by
only one employee Job Job Job
Job Family
A group of individual jobs with
similar characteristics
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Person/Job Fit
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Approaches to
Understanding Jobs
1. Workflow analysis
2. Job design
3. Job analysis
4. Job descriptions and job specifications
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Workflow Analysis
Workflow Analysis
A study of the way work (inputs, activities, and
outputs) moves through an organization.
Inputs
Activities Outputs
People
Tasks and Goods and
Materials
Jobs Services
Equipment
Evaluation
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Job Design
Organizing tasks, duties, and responsibilities into a
productive unit of work.
Job Design
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Job Analysis
Job Analysis is a systematic exploration of the
activities within a job.
It defines and documents the duties, responsibilities
and accountabilities of a job and the conditions under
which a job is performed.
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Job Analysis
Goal
Determine the duties and responsibilities of a particular
job
Determine how the job relates to other jobs and the level
of importance of the job
Determine the necessary qualifications in order to
perform the job
Determine the working conditions associated with the
job.
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Uses of Job Analysis
Information
Compensation and job evaluation
Recruitment and selection
HR planning
Training and Development
Performance Appraisals
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Job Analysis:
What is Analyzed?
Work activities
Schedule
Location
Materials used
Job performance
Skills and training
Supervision, promotions
Products, services
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Job Analysis: The Big Picture
The relationships among job analysis,
planning, recruitment and selection
Recruitment
Nature and Number of
requirements Pool of Qualified specific jobs
Applicants
of specific jobs to be filled
Selection
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Job Analysis Methods:How do you
collect the information?
Interviews
Structured Questionnaire
Direct Observation
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Interviews
Most commonly used method
very adaptable
Usually conducted with
job incumbents
technical experts
supervisors
Questions like:
what are your most typical duties?
How long do they take?
How do you do them?
Caution: people may misrepresent/exaggerate job
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Questionnaire
Lists of many (>200) job characteristics and
activities
rated in term of frequency and importance
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Observation
Unobtrusive method
camera; video; audio
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Logbook / Worker Diaries
Worker makes systematic entries in book outlining
activities
May be useful for jobs that are difficult to observe
Caution, not commonly used
too much variance in writing skills
can exaggerate tasks performed
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Outcomes of Job Analyses
Job Description
written statement of a job and its requirements(tasks to
perform)
Job Specification
written statement of the necessary qualifications of the job
incumbent
Education
Experience
Specialized training
Personal Traits
Manual dexterity
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Determining Job Requirements
Nature of: Basis for:
Job Analysis
• What employee does
• Why employee does it • Determining job requirements
• How employee does it
Job Description
• Summary statement of the job • Employee orientation
• List of essential functions of the • Employee instruction
job • Disciplinary action
Job Specification
• Personal qualifications required in • Recruitment
terms of skills, education and • Selection
experience • Development
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WHAT JOBS SHOULD BE ANALYZED
FIRST?
Jobs where adverse impact in hiring has occurred
Entry-level jobs
Jobs whose content has changed
Jobs with incumbents having poor performance or
high turnover
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Job Analysis
Job Descriptions
Written statement of what jobholder does, how it is done,
under what conditions and why.
Common format: title; duties; distinguishing characteristics;
environmental conditions; authority and responsibilities.
Used to describe the job to applicants, to guide new
employees, and to evaluate employees.
Identification of essential job functions is needed to assure
compliance with Americans with Disabilities Act.
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Key Elements of a Job
Description
Job Title
Indicates job duties and organizational level
Job Identification
Distinguishes job from all other jobs
Essential Functions (Job Duties)
Indicate responsibilities entailed and results to be
accomplished
Job Specifications
Skills required to perform the job and physical demands of
the job
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Job Analysis
Job Specifications
States minimum acceptable qualifications.
Used to select employees who have the essential
qualifications.
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Job Analysis
Job Evaluations
Specify relative value of each job in the organization.
Used to design equitable compensation program.
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Job vs. Worker Oriented
Analyses
Job-Oriented Worker-Oriented
analysis of tasks analysis of the skills and
necessary to complete abilities required
the job
e.g. EMBA student
e.g. EMBA student intelligent
attend lectures self-motivated
take notes able to work alone
read text able to integrate diverse
write reports information
Do assignments at good long-term
home memory
time-management skills
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Job Evaluation
Process by which wage rates are applied
differentially to jobs
Market Perspective (External Equity)
how difficult is it to fill the position
not an assessment of value
Based on Job Analysis (Internal Equity)
skill
effort
responsibility
working conditions
education requirements
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Nature of Job Design
Job Enlargement
Broadening the scope of a job by expanding the number of
different tasks to be performed.
Job Enrichment
Increasing the depth of a job by adding the responsibility for
planning, organizing , controlling, and evaluating the job.
Job Rotation
The process of shifting a person from job to job.
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Specialized to Enlarged Jobs
Job Enlargement = same-level activities
Job Rotation = moving from one job to another
Job Enrichment = redesigning to experience more
responsibility, achievement, growth and recognition
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Job Analysis Sift and shortlist
Decide on appropriate
Identify Vacancy recruitment/selection Selection Interviews Induct and Train
methods
Make a decision
Market the Job And offer
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