topic 2 human resources ibbm susie roberts 2/2012

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HUMAN RESOURCES PLANNING 2.1

Assignment: Read IBBM CC pages 90 to 100

Read Study Guide 2.1 on SWIFT

This unit includes the following topics: The supply of labour (labor) Workforce Planning Recruitment Training and Appraisal Changing Work Patterns

THE SUPPLY OF LABOUR (LABOR)

Defined as: the TOTAL Number of people who are willing and able to work.

Constraints and Opportunities include: (aka external and internal factors)

Technological change Migration Demographics

WORKFORCE PLANNING

Explanation: Changes in the external environment mean that organizations have to anticipate and manage changes in their workforce. For workforce planning, an organization will:

Forecast the Human Resources it needs to achieve its objectives.

Identify, Develop, and Maintain the skills its workforce needs

Bear in mind the Work-Life balance that employees are looking for.

RECRUITMENT

Explanation: An organization that identifies a shortfall in its workforce, or can see one coming, will need to start recruitment.

Recruitment Steps:1) Establish the exact nature of the job vacancy and write a job

description.

2) Draw up a person specification (list of qualities, skills, qualifications desired)

3) Job Advertising and Posting reflecting requirements.

4) Compile a list of applicants that meet the requirements after review.

5) Conduct Interviews looking at SKILLS, EXPERIENCE, and CHARACTER.

Explanation: Professional Development through training and education can bring benefits to a business.

Help existing staff adopt new innovations

Can be a source of motivation

Can help to build team spirit

Can be used to develop skills of “junior” staff.

THREE Types of Training:

• Induction Training and Orientation

• On The Job Training

• Off the Job Course of Instruction

TRAINING AND APPRAISAL

Appraisals and Performance Evaluations are usually done Annually.

Employees like to continually achieve a sense of self-fulfillment.

APPRAISAL AND DEVELOPMENT

DISMISSAL OF EMPLOYMENT: CALLED FIRING, SACKED, LAYOFF, SURPLUS, REDUNDANCY, RIF. DOWNSIZED

Dismissal of Employment/Firing/Sacked:

Failure to meet obligations of employment.

Layoff, Surplus, Redundancy, RIF (Reduction in Force), Downsized:

Not enough work for all employees.

CHANGING WORK PATTERNS (P.95)

Sometimes domestic governments impose Employment Laws (minimum wage, minimum age for certain jobs, taxes, regulations about safety, etc.) which affect employers and employees. These vary from government to government.

external forces drive change in employment patterns beyond the government control such as outsourcing and offshoring, Immigration, average age of workforceservice sector employmenteducational qualificationsfemale employmentworkplace stress

As well as declines in experienced carpenters in the future because of construction downturn 2007 to present; and business license income to government down because many small businesses are closing).

(Chart 2.2 on page 96)

CHARLES H

ANDY

Theorized about the Relationship between workers and organizations:

• Flexible workers• Core workers• Peripheral workers

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THREE CATEGORIES OF WORKERS:

A worker’s relationship with an organization falls into one of three groups:

Core workers are the highly qualified professional and managers who set and implement the objectives and strategies for the organization and understand how the company operates and they get things done.

Peripheral workers represent the contractual fringe workers who provide services such as advertising, catering, and transport. They are paid for a particular job.

Flexible workers do part-time, temporary and seasonal work.

Section 2.1- Human Resources Planning Vocabulary

Layoff Workforce Plan

Buyout Occupational Mobility of Labour-c

Early Retirement Geographical Mobility of Labour-c

Shift Work Internal Recruitment-c

Redundancy External Recruitment-c

Teleworking; Telecommute Workforce Audit-c

Homeworking Appraisal (Annual Review; Perf. Eval)

In-house Industrial Tribunal

Contract of Employment Flextime

Sacked Unfair Dismissal

ORGANIZAT

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COMMUNICAT

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SECTION 2

.2

DEF IN IT ION: T H E I N T E R N A L F O R M A L F R A M E W O R K O F A B U S I N E S S T H AT S H O W S T H E W AY I N W H I C H M A N A G E M E N T I S O R G A N I Z E D A N D H O W A U T H O R I T Y I S PA S S E D .

Formal Organization:

>Features a “Delegation”: passing authority to a subordinate in the managers span of control. Each level of management will have written or unwritten rules that outline what is done at each level.

Informal Organization:

>No rules and

>Does not officially exist

TWO WAYS TO ORGANIZE THE STRUCTURE:

LEVELS OF HIERARCHY: THE RANKING OF PEOPLE IN AN ORGANIZATION. IT CAN LINK PEOPLE DIRECTLY OR INDIRECTLY,

OR VERTICALLY OR HORIZONTALLY.F L A T O R G A N I Z A T I O N S

Larger Span of Control and Fewer Levels.

Owner/Manager

T A L L O R G A N I Z A T I O N S

Small Span of Control and Many Levels

(Chain of Command)

CChCh

COMMUNICATION

F O R M A L A N D I N F O R M A L

Formal communication is processed through a formal structure ie:

Memos

Reports

IT

Informal communication is with no formal structure ie: volunteer organizations that may not have processes developed.

B A R R I E R S T O E F F E C T I V E C O M M U N I C A T I O N :

• Language

• Overload (too many emails!)

• Noise

• Emotion

• Sensitivity to Receiver

• Inconsistent Messages

• Gap

• Specialist Knowledge

NOW, PLEASE READ AND COMPLETE THE CHALLENGER CASE STUDY WITH QUESTIONS ON PAGE 111-112.

DUE FRIDAY, FEB. 24TH

2.2 Organizational Structure/Communication Vocabulary Words 

Subordinate Offshoring

Levels of Hierarchy Federalism

Chain of Command Delegation

Decentralization (site-based) Organizational Chart

Outsourcing Span of Control

MOTIVA

TION

SECTION 2

.4

TO BE COMPLETED…

2.4 Motivation Vocabulary Words 

Maslow Empowerment

Taylor Teamwork

Herzberg Intrinsic Motivation

Motivation Theory Extrinsic Motivation

McGregor-Theory X; Theory Y Hygiene Factors

Wages Motivating Factors

Salary Performance Related Pay

Commission Job Enlargement

Profit Sharing Job Enrichment

Fringe Benefits