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Personnel Planning –
analyze of situation before solving specific problem in a basic spheres of personnel management.
There are four categories of staff that are important in manpower planning. There are as follows:
New recruitsPotential staffExisting staffLeavers
Each of these categories requires different decisions to be made by the managers concerned, and some of these are set out below:Category: Decisions
required about: New recruits Recruitment methods
Selection proceduresInductionTrainingTerms of contract
Existing staff
Performance appraisal
ProductivityDeploymentTraining
RemunerationPromotion/
career development
Manpower planning
is a process which is linked inextricably both to the corporate aims of the organization and to its economic, social and political environment.
Quantity of peopleEmployees for work place =
amount x time x rate of work for item additional
time= _____________________________________
Working hours (mean value)
Example 1.Bank:
In one month have to be in process 17 500 accounts.
1 account takes 3 minitesTime for brakes is with coefficient 1,2In 1 month are 175 work hours.
HOW MANY employee bank needs?
Example 2.Hotel
700 rooms25 % of rooms are empty
One cleaner employee have to clean 15 rooms a day
HOW MANY cleaners needs Hotel?
Main components/tools for personnel planning
14
Data on current HR situation:
•Demography
•HR portfolio
Data on personnel costs
Organizational data:
•Turnover rate
•Absenteeism rate
HR info system
Demand estimate
Supply estimate
Personnel planning
Strategic goals (Human Resource Scorecard
Policies:
-Recruiting and selection
Training and development
Rewards
Organization of labour
feedback
Tools: HR information system
15
Personal data on employeesGeneral (e.g. age, marital status)Job-related (e.g. competences, skills, formal
training)Employee-company relational data
Job-related (e.g.position, pay)Tenure-related (company t., job t., overall)
Behavior-related data (aggregated)Mobility acceptance rates(willingness to
move, travel, work overtime)Absenteeism rateTurnover rate
Examples of a strategic use of info: demographic distributions I
16
age
<30
Pyramid Rugby ball Reverse pyramid
>50
-High turnover
-new competences, skills
-Prone to tech change? ?
17
Examples of a strategic use of info: demographic distributions II
tenure
<1
Pyramid Rugby ball Reverse pyramid
>15
-less promotion chances
-High competition
-Attracvtive to whom?
? ?
Examples of strategic use of info: HR portfolio
18
Potential
Actual performancelow
low
high
high
Champions
Long-distance runnersDeadweights
Bad boys
Encourage turnover
Motivate
How to read some special signals
19
Turnover rateOr retention rate
Absenteeism Why?
Generally considered important by HRM managers (usually these are the equivalent of “production targets” for them)
Can jeopardize continuity in production (they introduce uncertainty, which firms do not like)
What is a “normal” turnover rate
20
Industry based:Chains of fast-food restaurants: 300%
is OKHighly professional services: 10% is a
disasterBusiness cycle based:
Expansion more available jobs decrease in average tenure
Recession less jobs increase in average tenure and increase in retirements
Possible problems (II): Absenteeism
22
Useful to know about itActivities planningCompany climate indicator
Either way: high is bad! Measures (aggregate)
Hourly absent. Rate = missed hours/work(able) h. Days Absent. Rate= missed work.days/ total work.days Persons Abs. Rate= absent people/average workforce
Managing turnover
23
“Normal” situation:T. gives a company some flexibility for
managing personnel surplusesT. gives the individuals a chance to change
Abnormal situation:Something is wrong with HR systemsIt generates costs (selecting, hiring, training,
and so on)
Estimating HR demand
24
Static methods (position replacement needs, Markov chains)
Dynamic methods (renewal analysis)Linear programming methods