第四章人力资源规划

©2004byUIBELiuyuxin4-1Part3AcquisitionandPreparationofHumanResources第四章人力资源规划©2004byUIBELiuyuxin4-2LearningObjectives1.Discusshowtoalignacompany’sstrategicdirectionwithitshumanresourceplanning.•2.Determinethelabordemandandsupplyofworkersinvariousjobcategories.3.Discusstheadvantagesanddisadvantagesofvariouswaysofeliminatingalaborsurplusoravoidingalaborshortage.©2004byUIBELiuyuxin4-3OutlineofChapter4ƒHumanResourceForecasting1.Howtoforecastpersonnelneeds2.ForecastingthesupplyofcandidatesƒManagingEmployeeSeparations,Downsizing,andOutplacement©2004byUIBELiuyuxin4-4StrategicPlanningƒTheprocessbywhichtopmanagementdeterminesoverallorganizationalpurposesandobjectivesandhowtheyaretobeachieved©2004byUIBELiuyuxin4-5HumanResourcePlanningƒTheprocessofsystematicallyreviewingHRrequirementstoensurethattherequirednumberofemployees,withtherequiredskills,areavailablewhentheyareneeded.4-6©2004byUIBELiuyuxinHumanResourcePlanningProcessExternalEnvironmentInternalEnvironmentStrategicPlanningHumanResourcePlanningForecastingHumanResourceRequirementsComparingRequirementsandAvailabilityForecastingHumanResourceAvailabilitySurplusofWorkersDemand=SupplyNoActionRestrictedHiring,ReducedHours,EarlyRetirement,Layoff,DownsizingShortageofWorkersRecruitmentSelection©2004byUIBELiuyuxin4-7第一节人力资源的预测©2004byUIBELiuyuxin4-8ForecastingStageofHumanResourcePlanningƒDeterminingLaborDemand‹derivedfromproduct/servicedemand‹externalinnatureƒDeterminingLaborSupply‹internalmovementscausedbytransfers,promotions,turnover,retirements,etc.‹transitionalmatricesidentifyemployeemovementsovertimeƒDeterminingLaborSurplusorShortageƒDeterminingLaborDemand‹derivedfromproduct/servicedemand‹externalinnatureƒDeterminingLaborSupply‹internalmovementscausedbytransfers,promotions,turnover,retirements,etc.‹transitionalmatricesidentifyemployeemovementsovertimeƒDeterminingLaborSurplusorShortage©2004byUIBELiuyuxin4-91.HowtoForecastPersonnelNeedsƒProjectrevenuesfirstthenestimatethesizeofthestaffrequiredtoachieveitƒStaffingplansalsomustreflect:‹Projectedturnover‹Qualityandskillsofyouremployees‹Strategicdecisions‹Technologicalandotherchanges‹Financialresources©2004byUIBELiuyuxin4-10HowtoForecastPersonnelNeedsThereareseveralwaystopredictfutureemploymentneeds.Theyincludethefollowing:TrendAnalysisRatioAnalysisTheScatterPlotUsingComputerstoForecastPersonnelRequirementsManagerialJudgment3©2004byUIBELiuyuxin4-11TrendAnalysisTrendAnalysismeansstudyingafirm’semploymentlevelsoveraperiodofyearstopredictfutureneeds.TrendAnalysismeansstudyingafirm’semploymentlevelsoveraperiodofyearstopredictfutureneeds.3©2004byUIBELiuyuxin4-12RatioAnalysisRatioAnalysismeansmakingforecastsbasedontheratiobetween(1)somecausalfactor,likesalesvolume,and(2)numberofemployeesrequired,likenumberofsalespeople.RatioAnalysismeansmakingforecastsbasedontheratiobetween(1)somecausalfactor,likesalesvolume,and(2)numberofemployeesrequired,likenumberofsalespeople.3©2004byUIBELiuyuxin4-13TheScatterPlotTheScatterPlotshowsgraphicallyhowtwovariables(suchasameasureofbusinessactivityandafirm’sstaffinglevels)arerelated.TheScatterPlotshowsgraphicallyhowtwovariables(suchasameasureofbusinessactivityandafirm’sstaffinglevels)arerelated.3©2004byUIBELiuyuxin4-14Scatterplotshowsprojectedstaffsize050010001500010002000Hospitalsize(#ofbeds)Numberofnurses©2004byUIBELiuyuxin4-15UsingComputerstoForecastPersonnelRequirementsComputerizedforecast¾Determinationoffuturestaffneedsbyprojectingsales,volumeofproduction,andpersonnelrequiredtomaintainthisvolumeofoutput,usingsoftwarepackages©2004byUIBELiuyuxin4-16ManagerialJudgmentManagerialJudgmentwillplayabigroleinemploymentplanningandforecasting,regardlessoftheforecastingmethodused.ManagerialJudgmentwillplayabigroleinemploymentplanningandforecasting,regardlessoftheforecastingmethodused.3©2004byUIBELiuyuxin4-172.DeterminingLaborSupply©2004byUIBELiuyuxin4-18InternalSourcesofCandidatesƒNosubstituteforknowingacandidate’sstrengthsandweaknessesƒInsidecandidatesmaybemorecommittedtothecompanyandcanincreasemoraleƒCanbackfireƒCanpromoteinbreeding©2004byUIBELiuyuxin4-19FindingCandidatesƒJobposting‹publicizingtheopenjobtoemployeesandlistingitsattributeslikequalifications,supervisor,workschedule,andpayrateƒRehiringformeremployees‹anoptiontodayduetothetightlabormarket©2004byUIBELiuyuxin4-20FindingInternalCandidatesƒSuccessionplanning:ensuringasuitablesupplyofsuccessorsforfutureseniorjobsƒPlanningincludes:‹Determineprojectedneed‹Auditcurrenttalent‹Planningcareerpaths‹Careercounseling‹Acceleratedpromotions‹Performancerelatedtraining‹Plannedstrategicrecruitment‹Filling©2004byUIBELiuyuxin4-21SuccessionPlanningandDevelopmentƒSuccessionplanning-ProcessofensuringthatthequalifiedpersonisavailabletoassumeamanagerialpositiononceapositionisvacantƒSuccessiondevelopment-Processofdeterminingacomprehensivejobprofileofkeypositionsandthenensuringthatkeyprospectsareproperlydevelopedtomatchthesequalifications©2004byUIBELiuyuxin4-22ForecastingtheSupplyofInsideCandidatesQualificationsinventories¾Manualorcomputerizedrecordslistingemployees’educat