CULearn Schwind10e_PPT_ch03 D2 3102 (2).ppt - HUMAN RESOURCE PLANNING 3 chapter three Brexit Hiring Staff Shortage http\/money.cnn.com\/news\/ec

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Unformatted text preview: HUMAN RESOURCE PLANNING 3 chapter three . Brexit Hiring Staff Shortage • onomy/brexit-hiring-staff-shortage-work ers/index.html Q.1. Are jobs growing or not? Are available employees a problem or not? Q2. Are the jobs only for the brightest and the best? Q3. What could solve the problem for British businesses. 10 Hardest Jobs For Canadian Emploers to Fill • -the-10-hardest-jobs-for-canadian-employers-to-fi ll-in-2015/ Q1. What percentage of employers are not able to find employees with the skills they need. Q2. How does salary impact the issue? Q3. What do applicants specifically lack that makes them unsuitable for the jobs? Q4. Is this a short term or long term issue? Human Resource Planning • Forecasts an organization’s future demand for and supply of employees, and matches supply with demand • HR department contributes to success: – – – – Proper staffing is critical Different strategies require varying HR plans HR planning facilitates proactive responses HR planning can vary (Levels 1-5) Human Resource Planning • Human resource planning can vary from capturing basic information to a more sophisticated approach – – – – Level 1: No formal planning Level 2: Minimal; focus on headcount Level 3: Long term forecasts Levels 4 & 5: HRP is a core strategic process Talent Shortage Survey: Looking More in Depth • m/connect/db23c560-08b6-485f-9bf6-f 5f38a43c76a/2015_Talent_Shortage_Su rvey_US-lo_res.pdf?MOD=AJPERES • Look at highlights Human Resource Planning Process Step Step 1: 1: Forecast Forecast Demand Demand Step Step 2: 2: Assess Assess Supply Supply Step Step 3: 3: Develop Develop HR HR Objectives Objectives Step Step 4: 4: Design Design & & Implement Implement HR HR Programs Programs Step Step 5: 5: Establish Establish Program Program Evaluation Evaluation UK Employee Shortages • 29/uk-manufacturers-struggling-recruit-skilled -workers-eef-report • /02/worker-shortages-for-uk-food-industry-at12-year-low • Q1. What do the links say about hiring in the UK? Causes of Demand for Human External Resources Organizational Economic developments Socialpolitical-legal challenges Technological changes Competitors Workforce Strategic plan Retirements Budgets Resignations Sales & production forecasts Terminations New ventures Leaves of absence Organizational & job design Deaths Minimum Wage • • Q1. What is driving the change of Minimum wage Q2. What else was proposed? Q3. Impact on businesses according to the OCC Forecasting: Human Resource Needs According • Informal and instant forecast to Managers – Manager believes workload justifies another employee • Formal expert surveys – Planners survey managers – May use questionnaires or focused discussions • Delphi technique – Solicits estimates from a group of experts, usually managers—until opinions converge Forecasting: Trend Projection Forecasts • Extrapolation – Extending past rates of change into the future • Indexation – Matching employment growth with an index e.g. ratio of production employees to sales Forecasting: Sales Productivity Index Other Forecasting Methods • Budget & Planning Analysis – Organizations that need HR planning generally have detailed budgets and longrange plans • New Venture Analysis – Planners estimate human resource needs by making comparisons with similar operations • Computer-Based Simulation Models – More sophisticated approaches Staffing Table • Ottawa Policing Budget 2016 • 25 new recruits - Prepare for Canada’s 150th anniversary Q1. What other change are they making to increase numbers of officers on the street? Q2. Why the changes? 2018 Police Budget • Q1. What are the predictions for staffing needs going forward? Q2. Why the needs? Scenario Planning • ? v=yVgxZnRT54E • 4.03 min The Supply of Human Resources: Internal Supply Estimates • Skills Inventories – Summary of worker skills and abilities • Management Inventories – Reports of management capabilities • Replacement Charts – Lists of likely replacements for each job • Transition Matrices & Markov Analysis Skills Inventory part 1 Skills Inventory part 2 Replacement Chart Markov Analysis The Supply of Human Resources: External Supply • Labour Market Analysis Estimates – Study of the firm’s labour market to evaluate the present or future availability • Community Attitudes – Affects nature of the labour market • Demographic Trends – Affects the availability of external supply – HRSDC publishes labour force projections – Statistics Canada publishes reports Baby Boomers slowly growing more comfortable with retirement 1.How many workers over 60 putting off retirement? 2.How does this compare with a year a go and 5 years ago? 3.What are employer’s concerned about in losing baby boomers? 4.Why would baby boomers work longer than retirement? 5.How do baby boomers define retirement? 6.Are companies hiring Baby Boomers? Matching Supply and Demand Available supply of Supply and Available supply of human resources demand for human resources exceeds the firm’s human resources cannot meet the demands are equal firm’s needs Oversupply Equal Shortage Managing Oversupply • When the internal supply of workers exceeds the firm’s demand, a surplus exists • There are various HR strategies: – Headcount reduction – Attrition – Work arrangements Managing Oversupply: Attrition strategies • Head Count Reduction - layoffs • Hiring Freeze – Most employers respond to a surplus with a hiring freeze – Attrition (voluntary departures) slowly reduces the surplus • Early and Phased Retirement Offers – Early retirement encourages long-service workers to retire – Phased retirement is a gradual phase into retirement Managing Oversupply: Alternate work strategies • Job Sharing – Available work is spread among all workers • Use of Part-time Workers – Replacing full-time positions with part-time • Internal Transfers – May find new jobs for surplus employees • Loaning or Flexforce – Seasonal companies may loan employees Job Sharing • ? v=E5u8In_evq4 • 4 min Managing Oversupply: Headcount reduction • Layoffs strategies – Temporary withdrawal of employment – Unpleasant for workers and management – For economic reasons • Leave without Pay – Temporarily reduce the number of employees – E.g. going back to school • Termination – Severance pay – Outplacement Overcoming Employee Shortages • Hire Employees – Full-time; part-time • Source service providers – e.g. independent contractor; outsource • Develop employees internally – e.g. replacement charts; succession planning • Consider existing work arrangement – e.g. overtime, flexible schedules Alternative Arrangements in Staffing • Overtime – Employees work beyond the normal hours • Flexible schedules • Flexible time and location – e.g. telecommuting, virtual organization • Flexible policies – e.g. flexible retirements Alternative Arrangements in Staffing • Hire part-time workers – Popular strategy for meeting human resource needs • Hire full-time employees – Where internal transfer or promotion is not feasible, hiring full-time employees may be required – Results in additional fixed cost Alternative Arrangements in Staffing • Source service providers—3rd party e.g. temporary employment agencies – Temps work for a temporary employment agency – Independent contractor—freelancer (selfemployed) – Outsource—contracting tasks to outside agencies or persons – Crowdsource—takes a function once performed by employees and outsources it to an undefined network of people as an open call Alternative Arrangements in Staffing • Develop employees internally – Float and transfer • Movement of an employee from one job to another that is relatively equal in pay, responsibility, and organizational level – Promotions • Movement of an employee from one job to another that is higher in pay, responsibility, and/or organizational level Human Resource Information Systems • A Human Resource Information System (HRIS) is used to collect record, store, analyze, and retrieve data concerning an organization’s human resources • Information varies among organizations – e.g. wage and salary data; benefits; training and development records and costs; employee information; organizational data; grievances; demographics; productivity data, etc. HRIS Factors for Consideration • There are many different systems to choose depending on organizational requirements • Key considerations e.g.: – – – – – Size Information that needs to be captured Volume of information transmitted Firm’s objectives Technical capabilities Components of an HRIS System Union-related information Benefits Payroll Performance Appraisal Relational Database Employment Equity Recruitment Training Security Considerations of an HRIS System • Security is an important aspect of an HRIS system • Access to HRIS Information – Determining who should have access and who should have the right to change input data • Security – Concerns about unauthorized disclosure of information, viruses, etc. HRIS – An Important Tool for Strategic HRM • Increased efficiency – Enhanced service delivery • Increased effectiveness – Helping stakeholders make better decisions • Increased contribution to organizational sustainability – Talent management • Increased visibility – Enhanced HR competencies Workplace Identity Theft • 76010/Human+Resources/The+Threat+ Of+Identity+Theft+In+The+Workplace Productivity Measures – what do they tell us? • _how_too_many_rules_at_work_keep_y ou_from_getting_things_done • 16:38 Min ...
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