机工社 人力资源管理 英文版教材 PPTchapter 02

Chapter2:PlanningforHumanResourceCompanyLOGO2-1GainingCompetitiveAdvantage2-2HRMIssuesandPractices2-3TheManager'sGuideChapterObjectivesUnderstandhowhumanresourceplanningcontributestoafirm'scompetitiveadvantage.Explainwhyandhowfirmsengageinstrategicplanning.Explainwhyandhowhumanresourceplanningactivitiesareconducted.DescribehowHRMpracticesaredevelopedinresponsetoanHRplan.CompanyLOGO2-1GainingCompetitiveAdvantage2-1aOpeningCase:GainingCompetitiveAdvantageatGeneralMotorsTheProblem:TimeSpentCompletingHRTransactionsHurtsEmployeeandHRProductivityTheSolution:DevelopinganEmployeeServicesCenterWebsiteHowtheCareerServicesCenterEnhancedCompetitiveAdvantage2-1bLinkingHumanResourcePlanningtoCompetitiveAdvantageHRplanningisdefinedastheprocessofidentifyingandrespondingto[organizationalneeds]…andchartingnewpolicies,systems,andprogramsthatwillassureeffectivehumanresourcemanagementunderchangingconditions.ThepurposeofHRplanning:toenableorganizationstoanticipatetheirfutureHRMneedstoidentifypracticesthatwillhelpthemmeetthoseneedsHowHRplanningactivitiesenhancecompetitiveadvantage?LinkingHRMPracticestoOrganizationalGoalsServingasaBuildingBlockforFutureHRMPracticesConsequencesAssociatedwiththeFailuretoPlanforHumanResource2-2HRMIssuesandPractices2-2aStrategicPlanning2-2bHumanResourcePlanning2-2cOutcomesoftheHRPlanningProcess2-2aStrategicPlanningAprocessinwhichacompanyspecifiesitsoverallpurposesandobjectives,andindicateshowthesearetobeachieved.Thestrategicplanningprocesstypicallyconsistsofthefollowingactivities:DeterminetheorganizationalmissionSetstrategicgoalsScantheorganizationalenvironmentFormulateastrategicplan,partofwhichaddresseshumanresourceneeds2-2bHumanResourcePlanningHRplanningistheprocesstoforecastrequirementsofanorganization,anditspeopletoachievetheorganizationalgoals.Itsaimistoensurethatpeoplewillbeavailablewiththeappropriatecharacteristicsandskillswhenandwheretheorganizationneedsthem.Howacompanycandetermineitshumanresourceneedsanddeviseplanstomeettheneeds?1.DemandForecasting2.SupplyForecasting3.EstimatingFutureHumanResourceNeeds1.DemandForecastingStatisticalApproachesTrendanalysis:thefuturedemandforhumanresourcesisprojectedonthebasisofpastbusinesstrendsregardingabusinessfactor.Ratioanalysis:theprocessusedinHRplanningtodeterminefutureHRdemandbycomputinganexactratiobetweenthespecificbusinessfactorandthenumberofemployeesneeded.Regressionanalysis:astatisticaltoolusedinHRplanningtodeterminethenumberofemployeesneededbyacompanyatsomefuturepointintime.PrecautionRegardingtheUseofStatisticalMethodsStatisticalmethodsofdemandforecastingassumethattherelationshipbetweenworkforcesizeandthebusinessfactorremainsconstantovertime.Ifthisrelationshipweretochangeunexpectedly,theforecastwouldbecomeinaccurate.JudgmentalMethodsofDemandForecastingJudgmentalapproachestodemandforecastinginvolvetheuseofhumanjudgment,ratherthanamanipulationofnumbers.Twoofthemostcommonlyusedjudgmentaltechniquesaregroupbrainstormingandsalesforceestimates.2.SupplyForecastingAprocessusedtoestimatewhichorganizationalpositionswillbefilledatsomefuturepointintime.Step1:theorganizationgroupsitspositionsbytitle,function,andlevelofresponsibility.Step2:toestimate,withineachjobgroup:howmanyofitscurrentemployeeswillremainintheirpositionsduringtheplanningperiodhowmanywillmovetoanotherpositionhowmanywillleavetheorganization3.EstimatingFutureHumanResourceNeedsAfirmderivesitsspecificstaffingneedsbycombiningtheresultsofthesupplyanddemandforecastswithineachjobgroup.2-2cOutcomesoftheHRPlanningProcessWhentheHRplanningprocessiscompleted,afirmmustestablishandimplementHRMpracticestohelpitmeetitshumanresourceneeds.DealingwithanoversupplyofemployeesBecauseofthenegativeoutcomesthatareofenassociatedwithlayoffs,employersareencouragedtoseekalternatives,suchashiringfreezes,earlyretirements,restrictedovertime,jobsharing,payreductions,andthelike.DealingwithanundersupplyofemployeesHiringAdditionalWorkersStep1:toconductajobanalysistodeterminethequalificationsneededforeachvacantjob.Step2:todeterminewhereandhowtorecruittheneededindividuals.Whenrecruitingexternally,anorganizationshouldfirstassessitsattractivenessintheeyesofpotentialapplicants.Internalrecruitmenteffortscanbeimprovedbytheuseofcareerdevelopmentprograms.AlternativestoAdditionalHiringInsteadofhiringnewworkerstomeetincreasingdemands,anorganizationmaydecidetoimprovetheproductivityoftheexistingworkforcethroughadditionaltraining.Anotheroptionistoimproveretentionrates.☺Retentionratescanbeimprovedattheoutsetoftheemployer/employeerelationship,whenapplicantsarefirstrecruited.☺Companiescanalsoimproveretentionretesbycreatingaworkenvironmentthatencouragesemployeestoparticipateactivelyinthecompany'stotalwelfareorofferingattractivebenefitpackages.☺Organizationscanimprovetheirretentionratesbyimplementingprogramstoaccommodatetheseneeds.2-3TheManager'sGuide2-3aHRPlanningandtheManager'sJob2-3bHowtheHRDepartmentCanHelp2-3cDevelopingandImplementingHRPlans2-3aHRPlanningandtheManager'sJobHRplanningisanessentialfunctionforalllinemanagers-theym