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1、Click to edit Master title style,Click to edit Master text styles,Second level,Third level,Fourth level,Fifth level,*,HUMANRESOURCEPLANNING,版,權,權,所,所,有,有,吳,吳,三,三,清,清,博,博,士,士,OBJECTIVES,DiscusstheimportanceofHRplanning.,ExplaintherelationshipbetweenstrategicHRMandHRplanning.,Examinesomekeyenvironment
2、alinfluencesonHRplanning.,DiscussthebasicapproachestoHRplanning.,DescribethewaysofforecastingHRrequirementsandavailability.,DiscusstherequirementsforeffectiveHRplanning.,Ifyoudon,twanttoplanforsuccess,whatrightdoyouhavetoworryaboutnon-success?Ifyou,renotplanningwhereyouwanttobe,whatreasonorexcusedoy
3、ouhaveforworryingaboutbeingnowhere?,TOMHOPKINS,Americansalestrainer,motivator andauthor.,Plansgetyou intothings butyougot to workyourwayout.,WILL ROGERS(1879-1935),Americanactor,performerandhumorist.,IMPORTANCE OF HUMAN RESOURCE PLANNING,ThepurposeofHRplanningistoensurethata predeterminednumber of p
4、ersonswiththecorrectskillsare availableata specifiedtime in thefuture.,HRplanningsystematicallyidentifies whatmustbedone to guaranteetheavailability of thehumanresourcesneeded by an organisationtomeet itsstrategicbusinessobjectives.,HRplanningcannotbeundertakeninisolation.Itmust be linkedtotheorgani
5、sationsoverallbusinessstrategy.,STRATEGICHUMANRESOURCEMANAGEMENTANDHUMANRESOURCEPLANNING,Aspart of thestrategicplanningprocess,HRplanningmustconsidertheenvironmentalinfluences on an organisation,its objectives,culture,structureandHRM.,HRplanningmust reflectthe environmentaltrends andissuesthataffect
6、anorganisationsmanagementofitshumanresources.Governmentregulationsrelatingtoconditions of employment,EEO,industrialrelationsand occupationalhealthand safety,for example,mustbeintegratedwith an organisations HRMstrategies.,Otherexamplesinclude demographic changes,thecasualisation of thework force,emp
7、loyeeliteracy,skillshortages,acquisitions,mergersand divestures,deregulation,flexibleworkschedules,telecommutingand outsourcing.,APPROACHES TO HUMAN RESOURCE PLANNING,THEQUANTITATIVE APPROACH,Thequantitative approach seesemployees as numericalentitiesandgroups themaccording to age,sex,experience,ski
8、lls,qualification,joblevel,pay,performanceratingorsomeothermeansofclassification.,ThefocusisonforecastingHRshortages,surplusesand careerblockages;itsaimistoreconcile thesupplyand demandforhumanresources given theorganization,sobjectives.,TrendProjection,Trendprojection or timeseries analysis predict
9、ions workbyprojectingtrendsofthe pastand presentintothefuture.,This techniqueisbasedontheassumptionthat thefuturewillbea continuationofthepast.,EconometricModelling,Econometricmodellingand multiple predictivetechniquesinvolve building complexcomputermodels to simulate futureeventsbasedonprobabilitie
10、sandmultipleassumptions.,THEQUALITATIVEAPPROACH,ThequalitativeapproachtoHRplanningusesexpertopinion(usuallya linemanager)topredictthefuture(forexample,the marketingmanager willbeaskedtoestimatethe futurepersonnelrequirements forthemarketing department).The focus is on evaluations of employee perform
11、ance andcapacityforpromotion as wellasmanagementandcareer development,DelphiTechnique,A refinementonthisbasicapproachistheDelphi technique:apanelofexpertssuch as keyline managers makeindependentanonymous predictions in answertoquestionsrelatingtoHRplanning.,Theresponses areanalysedbytheHRdepartmenta
12、ndthe confidentialresults arefedbacktotheexpertsalongwith anotherseries of questions.,Themanagersrevise their original estimatesinlightofthis newinformation.Thisprocessisrepeateduntila consensusforecastisobtained.,FORECASTINGHUMANRESOURCEAVAILABILITY,Once theHRmanager hasestimatedthe HR needs of the
13、organisation,thenext challengeistofill theprojectedvacancies.,Present employeeswhocan be promoted,transferred,demotedordevelopedmakeuptheinternalsupply.,Constraintsmayapplyonthe useofboth internal andexternallaboursupplies(forexample,a promotionfromwithin,policy,unionrestrictions,management preferen
14、ceand governmentregulations).,FORECASTINGTHESUPPLY OF INTERNAL HUMAN RESOURCES,Turnoveranalysis,A detailed analysis of whypeopleleavethe organisationisessentialifmeaningfulinformationis to be obtained.,Labourturnoverratesfrompast years arethebestsourceofthisinformationformostorganisation.,Turnoverfo
15、reachjobclassificationand departmentshould alsobecalculatedbecause turnover canvary dramaticallyamongvarious workfunctions anddepartments.,SkillsInventory,This consolidatesbasicinformationonallemployees withintheorganisation andpermits theHRmanager to:,identifyqualifiedemployees fordifferentjobs,det
16、erminewhichskills arepresent or lackinginthe organisation,assesslonger termrecruitment,selectionandtrainingand development requirements.,Skillsinventoriescan be quite simpleandmanuallykept,ordetailedand maintainedaspartofanintegrated HR information system(HRIS).,ReplacementCharts,Replacementchartssummarise thisinformationinvisual formfor keymanagerssothey caneasilyidentifyboththepresentincumbents andpotentialreplacements(orlack of)forgivenpositions.,MarkovAnalysis,This is amathematical technique
崗位分析（英文PPT22頁）
