Human Resources Planning

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Human Resources Planning
Ir. Rr. HERMIEN TRIDAYANTI, MM
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Staffing Organizations Model
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Recruitment External, internal
Planning
SelectionMeasurement, external, internal
Job analysis
EmploymentDecision making, final match
Staffing System and Retention Management
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Chapter 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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Examples of ExternalInfluences on Staffing
Economic Conditions

• Economic expansion and contraction
• Job growth and job opportunities
• Internal labor market mobility
• Turnover rates

Labor Markets

• Labor demand Employment patterns, KSAOs sought
• Labor supply Labor force, demographic trends,
  KSAOs available
• Labor shortages and surpluses
• Employment arrangements

Labor Unions

• Negotiations
• Labor contracts Staffing levels, staffing
  quality, internal movement
• Grievance systems

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The Basic Elementsof Human Resource Planning
(5) Develop Action Plans
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HRP Forecasting HR Requirements

• Statistical techniques
• Ratio Analysis
• Regression Analysis
• Judgmental techniques
• Top-down approach
• Bottom-up approach

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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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HRP Forecasting HR Availabilities (continued)

• Replacement and Succession Planning
• Replacement planning
• Succession planning

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HRP 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 Scanning

• Internal scanning involves
• Informal discussions with key managers
• Conducting employee attitude surveys
• Monitoring key indicators
• Employee performance
• Absenteeism
• Turnover
• Accidents
• Identifying nagging personnel problems
• Assessing managerial attitudes regarding HR

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HRP Reconciliation and Gaps

• Phase involves
• Coming to grips with projected gaps
• Likely reasons for gaps
• Assessing future implications

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HRP Action Planning

• Set objectives
• Generate alternative activities
• Assess alternative activities
• Choose alternative activities

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Exh. 3.14 Staffing Alternatives to Dealwith
Employee Shortages and Surpluses
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Exh. 3.15 Internal vs. External Staffing
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Staffing Planning Flexible Workforce

• Advantages
• Disadvantages
• Two categories
• Temporary employees
• Independent contractors

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Ethical Issues

• Issue 1
• Does 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?