Part 2Support Activities

Chapter 3:

Planning

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Organization StrategyOrganization Strategy HR and Staffing StrategyHR and Staffing Strategy

Staffing Policies and Programs

Staffing System and Retention Management

Support Activities

Legal compliance

Planning

Job analysis

Core Staffing Activities

Recruitment: External, internal

Selection:Measurement, external, internal

Employment:Decision making, final match

OrganizationMission

Goals and Objectives

Staffing Organizations Model

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Chapter Outline

Internal and External Influences Organizational Strategy Organizational Culture Labor Markets Technology

Human Resource Planning Process and Example Initial Decisions Forecasting HR

Requirements Forecasting HR

Availabilities Reconciliation and Gaps

Staffing Planning Staffing Planning Process Core Workforce Flexible Workforce Outsourcing

Diversity Planning Demography of the American

Workforce Business Case for Diversity Planning for Diversity

Legal Issues AAPs Legality of AAPs EEO and Temporary

Workers

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Learning Objectives for This Chapter

Recognize external influences that will shape the planning process

Understand how strategic plans integrate with staffing plans Become familiar with statistical and judgmental techniques

for forecasting HR requirements and availabilities Know the similarities and differences between replacement

and succession planning Understand the advantages and disadvantages of core

workforce, flexible workforce, and outsourcing strategies for different groups of employees

Learn how to incorporate diversity into the planning process Recognize the fundamental components of an affirmative

action plan

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Discussion Questions for This Chapter

What are ways that the organization can ensure that KSAO deficiencies do not occur in its workforce?

What are the types of experiences, especially staffing- related ones, that an organization will be likely to have if it does not engage in HR and staffing planning?

Why are decisions about job categories and levels so critical to the conduct and results of HRP?

What are the advantages and disadvantages of doing succession planning for all levels of management, instead of just top management?

What is meant by reconciliation, and why can it be useful as an input to staffing planning?

What criteria would you suggest using for assessing the staffing alternatives shown in Exhibit 3.14?

What problems might an organization encounter in creating an AAP that it might not encounter in regular staffing planning?

Ex. 3.1: Examples of ExternalInfluences on Staffing

Organizational strategyCurrent financial and human resourcesDemand for products and/or servicesCompetitors and partnersFinancial and marketing goals

Organizational cultureExpressed vision of executivesDegree of hierarchy and bureaucracyStyle of communication

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Ex. 3.1: Examples of ExternalInfluences on Staffing

Labor marketsLabor demandLabor supplyLabor shortages and surplusesEmployment arrangements

TechnologyElimination of jobsCreation of jobsChanges in skill requirements

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Exhibit 3.2 Internal Versus External Staffing

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Ex. 3.4: Major Workforce Trends

Continuing high cost of healthcare Increased global competition for jobs,

markets, and talentGrowing complexity of legal complianceLarge numbers of baby boomers leaving

the workforce at around the same timeEconomic growth of emerging marketsGreater need for cross-cultural

understanding

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Discussion Questions

What are ways that the organization can ensure that KSAO deficiencies do not occur in its workforce?

What are the types of experiences, especially staffing- related ones, that an organization will be likely to have if it does not engage in HR and staffing planning?

Why are decisions about job categories and levels so critical to the conduct and results of HRP?

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Overview: HumanResource Planning

Process and ExampleInitial DecisionsForecasting HR

RequirementsForecasting HR AvailabilitiesReconciliation and Gaps

Ex. 3.5: The Basic Elementsof Human Resource Planning

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Ex. 3.6: The Basic Elementsof Human Resource Planning

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HRP: Initial Decisions

Strategic planningLinkages with larger organizational mission Comprehensiveness

Planning time frameJob categories and levels

What jobs will be covered by a plan?Head count (current workforce)Roles and responsibilities

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HRP: Forecasting HR Requirements

Statistical techniquesExh. 3.7: Examples of Statistical

Techniques to Forecast HR RequirementsJudgmental techniques

“Top-down” approach “Bottom-up” approach

Scenario planning Incorporating manager judgment of potential

future outcomes into statistical models

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HRP: Forecasting HR Requirements

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HRP: Forecasting HR Requirements

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HRP: Forecasting HR Requirements

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HRP: Forecasting HR Availabilities

ApproachDetermine head count data for current

workforce and their availability in each job category/level

Statistical techniquesMarkov analysisLimitations of Markov analysis

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Ex. 3.9 Use of Markov Analysis to Forecast Availabilities

Exhibit 3.10 Replacement Chart

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Exhibit 3.11 Succession Plan

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Human Resource Planning

Reconciliation and Gaps Coming to grips

with projected gaps Likely reasons for

gaps Assessing future

implications

Action Planning Set objectives Generate

alternative activities Assess alternative

activities Choose alternative

activities

Ex. 3.12: Operational Format for Human Resource Planning

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Discussion Questions

What are the advantages and disadvantages of doing succession planning for all levels of management, instead of just top management?

What is meant by reconciliation, and why can it be useful as an input to staffing planning?

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Staffing Planning Process

Staffing objectivesQuantitative objectivesQualitative objectives

Generate alternative staffing activitiesStaffing alternatives to deal with employee

shortages and surpluses

Ex. 3.14 Staffing Alternatives to Deal With Employee Shortages

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Ex. 3.14 Staffing Alternatives to Deal With Employee Surpluses

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Discussion Questions

What criteria would you suggest using for assessing the staffing alternatives shown in Exhibit 3.14?

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Staffing Planning: Flexible Workforce

AdvantagesDisadvantagesTwo categories

Temporary employees Independent contractors

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Exhibit 3.15: Factors to Consider When Choosing a Staffing Firm

Agency and its reputationTypes of workersPlanning and lead timeServices: recruiting, selection, training,

wages and benefits, supervisionWorker effectivenessCost

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Staffing Planning: Outsourcing

AdvantagesDisadvantagesSpecial issues

Employer concerns regarding working conditions

Loss of control over qualityOffshoring

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Diversity Planning

The American workforce is highly diverse Women make up ½ the labor force Immigration Civil Rights Legislation Age

Business case for diversity strategiesExpanded talent poolsBetter understand diverse customer baseEnhance creativity of teamsReduce turnover

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Exhibit 3.16: Making the Business Case for Diversity

Legal and policy complianceAvoid lawsuits, operational disturbances,

and negative pressStaffing levels

Broader base of candidates, diverse KSAOs, flexibility, and retention

Employee attitudes and behaviorEngagement, justice, and cooperation

Product/service market Increased insight into diverse customers,

sensitivity, and community relationships

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Diversity Planning

Planning for diversityRecruiting activities

Selecting schools and colleges to recruit fromShow commitment to diversity in recruiting

effortsSelection activities

Eliminate requirements not related to job performance

Include objective standards for judging candidate qualifications

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Legal Issues

Affirmative Action Plans (AAPs) Guidelines for AAPs

Purpose is remedying past discrimination. Definite underutilization of women and/or minorities Should not penalize majority group members Should be eliminated once goals have been

achieved All candidates should be qualified Include organizational enforcement mechanisms

EEO and temporary workers

Ex. 3.18 Comparing Incumbency toAvailability

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Discussion Questions

What problems might an organization encounter in creating an AAP that it might not encounter in regular staffing planning?

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Ethical Issues

Issue 1 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?

Issue 2 Identify examples of ethical dilemmas an

organization might confront when developing an affirmative action plan (AAP).