Views%20of%20Planning%20Human%20Resources

1
Views of Planning Human Resources

• Planning for human resources has had a chequered
  past
• Planning is a critical tool for business success
• A sustainable tool for managing downsizing and
  redundancies
• No longer meaningful
• An important contribution in supporting strategic
  HRM

2
Planning Strategy
A common view virtually one and the same hence
the term Strategic
Planning
3
Strategic Thinking Strategic Planning

• Mintzberg (1994) made such a distinction
• Strategic thinking about synthesis, intuition,
  creativity to produce a not too precise
  articulated vision of direction
• Strategic planning about collecting the
  relevant information to stimulate the visioning
  process and programming vision into what needs to
  be done to get there

4
HR Planning Contribution

• Planning as strategic programming
• Planning as tools to communicate and control
• Planners as analysts
• Planners as catalysts

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How HR Planning is Critical to Strategy

• HR planning can identify
• Gaps in capabilities
• Surpluses in capabilities
• Poor utilisation of people
• Developing a talent pool
• (Lam Schaubroeck 1998)

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Factors That Make Planning Difficult

• Rapid and discontinuous change in environment
• Free will of people

7
Factors That Enhance The Contribution and
Implementation of HR Planning (1 of 2)

• Viewing plans as being flexible
• Regular review of plans
• Involvement of all stakeholders in planning
  process
• Planning owned and driven by senior managers
  rather than HR specialists

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Factors That Enhance The Contribution and
Implementation of HR Planning (2 of 2)

• Linking plans to business and HR strategy
• User friendly plans that are not overly complex
• Where necessary plan on an issue by issue basis

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Traditional View of HR Planning

• Traditionally HR planning (manpower planning) was
  concerned with the numbers of employees and
  having the right number of people with the right
  levels and types of skill in the organisation

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Traditional Manpower Planning Model
Figure 3.2  A model of traditional manpower
planning
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Problems With the Traditional Manpower Planning
Model

• Too much reliance on calculations of employee
  numbers or potential numbers
• Gives insufficient attention to skills
• Does not allow planning for soft issues

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An Integrated HR Planning Framework
Figure 3.3  Integrated human resource planning
framework
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Analysing the Environment

• Identify how difficult or easy it will be to find
  employees with the necessary skills
• Identify what employees want from an employer
• The impact of legislation that will limit or
  widen conditions of employment
• Data about employment trends

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Categorising Trends

• Social
• Demographics
• Political and legislative
• Industrial technological
• Competitors

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Social Trends Possible Sources

• Census information
• CIPD journals
• News media
• General Household Survey
• Employment Gazette
• Social trends
• Local papers

16
Demographic Trends Possible Sources

• Labour Market Quarterly
• Census information
• Employment Gazette
• Local Council
• Learning and Skills Councils

17
Political and Legislative Trends Possible
Sources

• News media
• Proceedings of European Parliament
• Proceedings of British Parliament
• Hansard
• Industrial Relations Review and Report
• Industrial Law Journal
• IDS Brief

18
Industrial Technological Trends Possible
Sources

• Employment Digest
• Journals specifically for the industry business
  is in
• Financial Times
• Employers associations
• Trade associations

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Competitor Trends Possible Sources

• Annual reports
• Talking to competitors

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Mapping the Environment
Figure 3.4  Mapping the environment
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Forecasting Future HR Needs

• Undertaken by the use of management judgment
• Three simple techniques that can help - HR
  implications checklist - HR scorecard -
  Scenarios

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Beginnings of a Human Resource Implications
Checklist
Beginnings of a Human Resource Implications
Checklist
Figure 3.5  The beginnings of a human resource
implications checklist
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Strategic Brainstorming
Figure 3.6  Strategic brainstorming exercise
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Demand Forecasting

• Objective methods statistical and work study
  approaches
• Subjective methods (simple methods) managerial
  opinion and estimates based on past experience
  and on corporate plans

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Statistical models

• Tend to relate employee number demand to specific
  organisational circumstances activities
• Models can take into account factors such as
  production, sales, level of service, etc.

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Work Study Method
Based on thorough analysis of the tasks to be
done and time taken to complete tasks Person
hours needed for each unit of output is
calculated Standards are developed for the
numbers and levels of employees required Useful
when studying production work
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Range of Methods to Change Employee Utilisation
(1 of 2)

• Introducing new materials or equipment,
  especially technology
• Introducing changes in work organisation
• Organisation development
• Introducing changes in organisational structure

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Range of Methods to Change Employee Utilisation
(2 of 2)

• Introducing productivity schemes
• Encouraging greater staff flexibility
• Altering times and appraisal of staff
• Developing managers and use of performance
  management

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Projecting Forward

• A range of techniques can be used here
• Questionnaires to staff
• Interviews
• Managerial judgment
• Focus groups

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Projecting Forward Information That Can be
Sought (1 of 2)

• Motivation of employees
• Job satisfaction
• Organisational culture
• The way people are managed
• Attitude to minority groups and equality of
  opportunity

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Projecting Forward Information That Can be
Sought (2 of 2)

• Commitment to the organisation and reasons for
  this
• Clarity of business objectives
• Goal focused and other behaviour
• Organisational issues and problems
• What can be done to improve
• Organisational strengths to build on

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Forecasting Employee Supply

• Predicting
• How the current supply of employees will change
• How many employees will leave
• How many will be internally promoted or
  transferred
• Analysed by what has happened in past and
  projecting this to the future to see what will
  happen if same trends prevail

33
Employee Supply Analysis

• The number of employees classified by
• Function / Department
• Job title
• Skills
• Qualifications
• Training
• Age
• Length of service
• Performance appraisal results

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Most Popular Forms of Analysing Staff Leaving the
Business

• Annual labour turnover index
• Stability index
• Cohort analysis
• Half-life
• Census method
• Retention profile

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Annual Labour Turnover Index
Leavers in year X 100 percentage wastage
Average number rate of staff in
post during year Provides only limited
information Does not take into account length of
service
36
Stability Index
Number of staff with one years X 100
stability service at date
Number of
staff employed exactly one year
before This ignores those who join the business
throughout the year and takes little account of
length of service
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Cohort Analysis
Tracks what happens as some people leave a
specified cohort Can be plotted as a survival
curve Cannot be used for groups other than the
specific group for which it was
prepared Information has to be collected over a
long period of time
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Half-life Analysis
Figure expressing the time taken for half a
cohort to leave the organisation Useful summary
Useful method of comparing different groups
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Census Method
An analysis of leavers over a reasonably short
period of time often 12 months The length of
completed service of leavers is summarised in
graph format
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Retention Profile
Staff who remain with the business are allocated
to groups depending on year of joining Each year
group then calculated as percentage of the total
number of staff who joined in that year
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Analysing Internal Movements

• Age and length of service distributions
• Stocks and flows analysis
• Succession planning

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Reconciliation, Decisions, and Plans

• Process of continuous feedback
• Acceptability of plans to senior managers and
  employees, priority, who will need to be
  influenced in accepting the plan
• Soft side dynamic relationship between future
  vision, environmental trends, current position
• Hard side may centre on situation where the
  supply forecast is less than the demand forecast

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Action Plans Covering HR Activity

• Human resource supply plans
• Organisation and structure plans
• Employee utilisation plans
• Learning and development plans
• Performance and motivation plans
• Reward plans
• Employee relations plans
• Communications plans

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Summary

• HR planning still has a valuable contribution to
  make
• Planners need to plan what is acceptable as well
  as what is feasible
• HR planning covers number of people and skills
  and also encompasses structure, culture, systems,
  and behaviour

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Focus on Skills IEffectiveness of Interactions

• HR specialists have skilfulness in interaction as
  their core expertise
• Interactive skill essential to impact on strategy
  formulation

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Poise

• Being at ease in a variety of situations
• Talking with different types of people in a
  relaxed and self-confident way
• Knowing what you are talking about
• Maturity
• Responsiveness to needs of others

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Factors That Impair Effectiveness

• Frame of reference
• Stereotypes
• Cognitive dissonance

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Different Types of Interaction

Figure I.1  Four categories of interaction
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Features in Setting The Tone

• Speak first
• Smile, look confident and relaxed
• Have brief, harmless exchanges that enable
  parties to speak to each other without the
  answers mattering
• Explain your understanding of what is to happen
• Check that this is understood

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Fundamental Skills in Listening

• Tone of voice
• Giving attention
• Eye contact

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Voice Characteristics

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Types of Questions

• Closed questions
• Open ended
• Indirect
• Probe
• Leading
• Multiple
• Taboo

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Feedback Skills

• Reflection
• Summary and rerun
• Paraphrasing
• Affirmation

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Non Verbal Behaviour

• We reveal our feelings by what we do as well as
  by what we say
• Those able to read non verbal cues have a great
  advantage in interactions

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Summary (1 of 2)

• Interactive skills are fundamental to managerial
  work
• Poise aids the effectiveness in interactions
• Understanding the frame of reference,
  stereotyping and cognitive dissonance aids
  effectiveness in interaction
• Basic types of interaction enquiry, exposition,
  joint problem solving, conflict resolution

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Summary (2 of 2)

• Listening skills include tone of voice, gaining
  attention, eye contact, physical responses and
  being silent
• There are a variety of question types
• Feedback includes reflection, summary and rerun,
  paraphrasing, showing interest and using
  appropriate noises