Attention!!!!!These PPT Slides are only the outline of the main lectures from the book Staffing Organizations by Herbert G.Henemann iii,Timothy A.Judge & John D.Kammeyer-Mueller.Book reading is a must and only following these slides are strictly forbidden.

CHAPTER 3PLANNING

PlanningHR Planning is the process of forecasting the organizations future employment needs and then developing action staffing plans and programs

ConstraintsExternalGovernment Laws and RegulationsUnionEconomic ConditionsLabor Market/ForceInternalStrategyGoalsOrganizational CultureNature of TaskWork Group CompositionLeadership Style

Economic ConditionsEconomic expansion and contraction Job growth & job opportunitiesInternal labor market mobilityTurnover rates

Labor MarketsLabor demand: employment patterns KSAOs soughtLabor supply: labor force, demographic trends, KSAOs availableLabor shortages & surplusesEmployment arrangements

Labor UnionsNegotiationsLabor contracts: staffing levels, staffing quality, internal movementGrievance systems

Human Resource Planning (Ex. 3.5)1. Determine future Human Resource requirements2. Determine future Human Resource availabilities3. Conducting external and internal environmental scanning4. Determine gaps5. Develop action plans to close gaps

Initial DecisionsComprehensiveness of PlanningPlanning Time FrameJob Categories & LevelsHead Count (Current Workforce)- FTEsRoles & Responsibilities

Forecasting HR RequirementsStatistical Techniques- Ex. 3.7 Ratio Analysis Regression Analysis

Judgmental Techniques (Human Decision Making)

Forecasting HR AvailabilitiesExisting employees may: stay in same jobbe promotedtransferbe demotedexit

Forecasting HR AvailabilitiesStatistical Techniques Markov Analysis

Judgmental Techniques Executive reviews Succession Planning (Ex. 3.10)Vacancy Analysis (Ex. 3.11)

Markov Analysis (Ex. 3.9)LimitationsSmall samples yield unstable estimates of future availabilitiesCant detect multiple moves during specified time periodJob category shouldnt be too broad (unit of analysis)Doesnt explain underlying causes among specific employees

Environmental ScanningExternalTracking trends & developments in the outside worldConferencesPublicationsMediaWhat does the labor market look like for geologists over the next 5 years?InternalUnderstanding and keeping current on developments within the organizationQuality of work lifeStrategic plansAttitudinal surveysAccident reportsTrainingWill current employees be available in the next 5 years?

Gap Reconciliation (Ex. 3.13)Review Current WorkforceDetermine Gap Requirements- Availabilities= Surplus or (Shortage)ConsiderationsPromotionsTransfersRetirementsVoluntary TurnoverLayoffs

When is the gap material?

Action PlanningStaffing Objectives (headcount or qualifications)Generating Alternative Staffing ActivitiesAssessing Alternatives Choosing Alternatives

What do we do and how? Any contingencies?

Alternative Staffing Activities (Ex. 3.15)SurplusHiring freeze/attritionLayoffsTransferRetrain Retirement incentivesReduce work weekReduce part-time and contingency workersTransfer work inShortageNew HiresRecallsTransferTraining/RetrainOvertimePart-timeContingent workersTransfer work out

WorkforceCore Workforce: Regular Full-timePart-time (Job Sharing)+ Stability, Continuity, Predictability & Qualification Control- Costly, Lock-in, Legal ComplianceFlexible Workforce:Temporary (agency) or staffing firms (Ex. 3.19)Independent Contractors + Flexibility, Cost effectiveness, Market Abilities, & Fit- Qualification Control, Learning Curves, Morale

Staffing Philosophy (Ex. 3.17)INTERNALAdvantages: Positive employee reactions to promotion withinQuick method to identify job applicantsLess expensiveLittle orientation time required

Disadvantages: No new KSAOs into the organizationMay perpetuate under representation issuesSmall labor market to recruit fromEmployees may require more training time

Staffing Philosophy (Ex. 3.17)EXTERNALAdvantages: Brings employees in with new KSAOsLarger number of minorities to draw fromLarge Labor market to draw fromEmployees may require less training time

Disadvantages: Negative reaction by internal applicantsTime consuming to identify applicantsExpensive to search external labor marketNew Employees require more orientation time

Staffing Flows (Ex. 3.18)Eligible labor forcePotential applicant populationApplicantsCandidatesFinalistsOffer ReceiverNew Hires

Affirmative Action Plans (AAPs)(See Ex. 3.20)1. Quantitative analysis

2. Placement goals

3. Action plans

AA Programs RegulationsOrganizational profileJob group analysisAvailability determinationPlacement goalsDesignation of responsibilityIdentification of problem areasAction-oriented programsInternal audit and reporting

Legality of AAPsThe plan should have as its purpose remedying specific past discrimination.There should be definite underutilization of women and/or minorities currently in the organization.Regarding non-minorities/males, the plan should not unsettle their legitimate expectations result in their discharge, and not create an absolute bar to their promotion.The plan should be temporary, and eliminated once aa goals have been achieved.All candidates should be qualified for the positions.The plan should include enforcement mechanisms and a grievance procedure.

*****Ratio analysis: examine historical ratiosassume same ratio in futureuse ratio to predict future requirements

(New product - expect increase in salesPast ratio: 4,000 in sales 1.0 FTE********