Human Resources Planning Staffing Organizations Model

Ir. Rr. HERMIEN TRIDAYANTI, MM

Staffing  Organizations  Model

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

Examples of External Influences 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

The Basic Elements of Human Resource Planning

HRP:  Forecasting HR Requirements

Statistical techniques

• Ratio Analysis
• Regression Analysis

Judgmental techniques

• “Top-down” approach
• “Bottom-up” approach

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

Replacement and Succession Planning

• Replacement planning
• Succession planning

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

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

HRP:  Reconciliation and Gaps
 Phase involves
Coming to grips with projected gaps
Likely reasons for gaps
Assessing future implications

HRP:  Action Planning
 Set objectives
 Generate alternative activities
 Assess alternative activities
 Choose alternative activities

Exh. 3.14:  Staffing Alternatives to Deal with Employee Shortages and Surpluses

Internal vs. External Staffing

Staffing Planning:  Flexible Workforce
 Advantages
 Disadvantages
 Two categories
         Temporary employees
         Independent contractors

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?