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CHAPTER THREE
Planning
Screen graphics created by: Jana F. Kuzmicki, PhD Troy State University-Florida and Western Region
McGraw-Hill/Irwin
3-2
Organization Strategy
Job analysis
Employment:
3-3
Chapter Outline
External
Influences
Staffing
Planning
Economic
Staffing
Resource Planning
Issues
Process
and Example Initial Decisions Forecasting HR Requirements Forecasting HR Availabilities External and Internal Environmental Scanning Reconciliation and Gaps Action Planning
AAPs Legality
3-4
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
3-5
Compare
3-6
techniques
Analysis Analysis
Regression
Judgmental
techniques
approach
approach
Top-down Bottom-up
3-7
head count data for current workforce and their availability in each job category/level
Statistical
Markov
techniques
analysis
of Markov analysis
Limitations
3-8
Replacement
Succession
planning
3-9
scanning involves
Tracking
Documenting
resources, and
Ensuring
Exh.
3-10
scanning involves
discussions with key managers
employee attitude surveys key indicators
Informal
Conducting Monitoring
Employee
3-11
involves
to grips with projected gaps
Coming Likely
Assessing
3-12
Generate
Assess
Choose
3-13
Exh. 3.14: Staffing Alternatives to Deal with Employee Shortages and Surpluses
3-14
3-15
Disadvantages
Two
categories
employees contractors
Temporary
Independent
3-16
Ethical Issues
Issue
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?