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1、3-1Chapter 3Chapter 3Planning for Human ResourcesPlanning for Human Resources3-2HR PlanningJob AnalysisRecruitmentSelectionWorkplace JusticeUnionsSafety&HealthInternationalCompetenceMotivationWork AttitudesOutputRetentionLegal ComplianceCompany ImageCostLeadershipProductDifferentiationTraining/Devel
2、op.Performance App.CompensationProductivity Imp.HRM and Competitive Advantage3-3Linking HR Planning Practices to Linking HR Planning Practices to Competitive AdvantageCompetitive AdvantageEffective HR PlanningEmployee MovementsInto,Within,and Out Of Organization Are Smooth/Less DisruptiveSound HRMDe
3、cision MakingTransition Costs AreMinimizedSelect High-Quality ApplicantsRetain High-PerformingEmployeesLowerCostsIncreasedEmployeeCompetenceCompetitiveAdvantage3-4Human Resource PlanningHuman Resource Planning“process of identifying and responding toorganizational needs andcharting new policies,syst
4、ems,and programsthat will assure effective human resource management under changing conditions”3-5Objectives of Human Resource PlanningObjectives of Human Resource PlanningEnable organizations to anticipate their future HRM needsTo identify practices that will help them meet those needs3-6Benefits o
5、f HR PlanningBenefits of HR PlanningAids in planning job assignmentsHelps cope with fluctuations in staffingIdentifies recruiting needsProvides other useful information3-7Strategic PlanningStrategic PlanningDetermine the organizational mission.Scan the organizational environment.Set strategic goals.
6、Formulate a strategic plan.3-8Step 1:Determine the Organizational Step 1:Determine the Organizational MissionMissionMission statementorganizations overall purposebasic business scope and operationsAnswer questionsWhy does our organization exist?What unique contributions can it make?3-9Step 2:Scan th
7、e Organizational Step 2:Scan the Organizational EnvironmentEnvironmentExternal EnvironmentPoliticalLegalEconomicSocialTechnologicalIndustryInternal EnvironmentOrganization cultureStructureCurrent missionPast historyLayers of managementSpan of controlKSAs of employees3-10Step 3:Set Strategic GoalsSte
8、p 3:Set Strategic GoalsDesired outcomes to accomplish missionSpecificChallengingMeasurable3-11Formulate a Strategic PlanFormulate a Strategic PlanCourses of action to meet strategic goalsSpecifies functional or departmental goals3-12Human Resource PlanningHuman Resource Planninggetting the right peo
9、ple at the right placeat the right time3-13Human Resource PlanningHuman Resource PlanningDemandSupplyGap?HR Needs3-14Demand ForecastingDemand ForecastingStatistical approachesJudgmental methods3-15Statistical Approaches to Statistical Approaches to Demand ForecastingDemand ForecastingTrend analysisR
10、atio analysisRegression analysis3-16Trend AnalysisTrend AnalysisSales 12000 14500 13200 19100 22000#ofEmps.300 393 342 511 650 1992 1993 1994 1995 19963-17Ratio AnalysisRatio Analysis#patients=100#nurses =25patient/nurse ratio=4/1If there are 315 patients,how many nurses are needed?3-18Regression An
11、alysisRegression Analysis#Employees#Customers5010015075502503-19When Are Statistical Approaches to When Are Statistical Approaches to Demand Forecasting Appropriate?Demand Forecasting Appropriate?Stable environmentBusiness factor can be predicted with some accuracyThe relationship between workforce
12、size and business factor remains constant over time3-20Judgmental Methods of Demand Judgmental Methods of Demand ForecastingForecastingGroup brainstormingSales force estimates3-21Steps to Supply ForecastingSteps to Supply ForecastingGroup positions by title,function,and level of responsibilityEstima
13、te within each job group how many of current employees remain,move to another position,or leave the organization3-22Employee Flows in an OrganizationEmployee Flows in an OrganizationExternal RecruitsRecallsQuitsRetirementsDeathsLayoffspromotionsdemotionsinternal transfers3-23Forecasting Labor Supply
14、Forecasting Labor SupplyBeginning Inventory125-Quits 5-Retirements 2-Demotions Out 1Total 117+Transfers In 3+Promotions In 2Forecasted Internal Supply1223-24Dealing with an Oversupply of PersonnelDealing with an Oversupply of PersonnelFreeze hiringRestrict overtimeRetrain/redeploySwitch to part-time
15、 employeesUse unpaid vacationsUse a shorter workweekUse pay reductionsUse sabbaticalsEncourage early retirements3-25Dealing with an Undersupply of Dealing with an Undersupply of PersonnelPersonnelHire additional workersImprove productivity through trainingUse overtimeAdd additional shiftsReassign jo
16、bsUse temporary workersImprove retention3-26Human Resource Information SystemHuman Resource Information SystemRecord,store,manipulate,and communicateInformation across wide geographic boundariesAccess to many users3-27Typical Job Information in an HRISTypical Job Information in an HRISJob Informatio
17、nposition title#of current vacanciesqualifications neededplace in career laddersalary rangereplacement candidatesturnover rateHRISHRIS3-28Typical Employee Information Typical Employee Information in an HRISin an HRISbiographical dataEEO classificationeducationdate of hireposition held with co.salary
18、 historyperformance ratingstraining receivedprior work experiencedevelopmental needsHRISHRISpayroll informationattendance datatax deduction informationpension contributionsturnovercareer interests/obj.specialized skillshonors&awardsbenefits receivedlicenses&certifications3-29Purposes Served by an HR
19、ISPurposes Served by an HRISMake budget-related calculations.Report turnover rates by department.Track external candidates.Track employee participation in each benefit option.Track accruals of vacation days and sick leave.3-30Intranets and ExtranetsIntranets and ExtranetsIntranetEmployee handbooksBe
20、nefits informationPhone directoriesJob postingsInsurance ProviderEnroll in planSelect physicianExtranet3-31Line Managers and HR PlanningLine Managers and HR PlanningFormulate unit and individual goals.Ensure proper staffing at all times.Improve retention by establishing good working relationships.3-32The Role of the HR Department in The Role of the HR Department in Planning for Human ResourcesPlanning for Human ResourcesProviding feasibility input in strategic planningDeveloping and implementing HR plansEvaluating HR plans
人力資源管理英文版ch03-E
