Chapter 2 in Human Resources Management

7/30/2019 Chapter 2 in Human Resources Management

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Copyright 2011 Pearson Education, Inc.

publishing as Prentice Hall

PowerPoint Presentation by Charlie Cook

The University of West Alabama

Chapter 5

Personnel Planning

and Recruiting

Part Two | Recruitment and Placement

CHAPTER 2

HUMAN RESOURCEPLANNING


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Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall 32

Why Strategic Planning Is ImportantTo All Managers

The firms strategic plan guides much of what is done by

all to accomplish organizational goals.

Decisions made by managers depend on the goals set

at each organizational level in support of higher level

goals.


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Fundamentals of Management Planning

1

2

3

4

5

The Planning Process

Make forecasts and check assumptions.

Set an objective.

Determine/develop alternative courses of action.

Evaluate the alternatives.

Implement and evaluate your plan.


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Specific

Measureable

Attainable

Relevant

Timely

How Managers Set Objectives:SMART Goals

S

M

A

R

T


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How to Set Motivational Goals

Assign

specific

goals

Assign

measurable

goals

Assign

challenging but

doable goals

Motivational Goal Setting

Encourage

employee

participation


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The Strategic Management Process

Strategy

A course of action the organization intends to pursue to achieveits strategic aims.

Strategic Plan

How an organization intends to match its internal strengths and

weaknesses with its external opportunities and threats tomaintain a competitive advantage over the long term.

Strategic Management

The process of identifying and executing the organizations

mission by matching its capabilities with the demands of its

environment.

Leveraging

Capitalizing on a firms unique competitive strength while

underplaying its weaknesses.


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Business Vision and Mission

Vision

A general statement of an organizations intended direction thatevokes emotional feelings in organization members.

Mission

Spells out who the firm is, what it does, and where its headed.


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FIGURE 35 The Strategic Management Process


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FIGURE 38 Type of Strategy at Each Company Level


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Types of Corporate Strategies

Concentration

Vertical

integration

Diversification

Corporate Strategy Possibilities

Consolidation

Geographic

expansion


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Types of Competitive Strategies

Cost leadership Differentiation

Business-Level

Competitive Strategies

Focus/Niche


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Achieving Strategic Fit

The Fit Point of View (Porter)

All of the firms activities must be tailored to or fit the chosenstrategy such that the firms functional strategies support its

corporate and competitive strategies.

Leveraging (Hamel and Prahalad)

Stretch in leveraging resourcessupplementing what you haveand doing more with what you havecan be more important

than just fitting the strategic plan to current resources.


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Departmental ManagersStrategic Planning Roles

Help devise

the strategicplan

Formulate

supporting,

functional/departmental

strategies

Department Managers

and Strategy Planning

Execute

the strategicplans


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Strategic Human Resource Management

Human Resources Planning (HRP)

Process of anticipating and making provision for the movement(flow) of people into, within, and out of an organization

Strategic Human Resource Management

The linking of HRM with strategic goals and objectives in orderto improve business performance and develop organizational

cultures that foster innovation and flexibility.

Involves formulating and executing HR systemsHR policies

and activitiesthat produce the employee competencies and

behaviors that the company needs to achieve its strategic aims.


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FIGURE 310 Linking Company-Wide and HR Strategies


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FIGURE 311 Basic Model of How to Align HR Strategy

and Actions with Business Strategy


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FIGURE 51 Steps in Recruitment and Selection Process

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.


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FIGURE 52 Linking Employers Strategy to Plans


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Planning and Forecasting

Employment or Personnel Planning

The process of deciding what positionsthe firm will have to fill, and how to fill them.

Succession Planning

The process of deciding how to fill the

companys most important executive jobs.

What to Forecast?

Overall personnel needs

The supply of inside candidates

The supply of outside candidates


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Forecasting Personnel Needs

Trend analysis Ratio analysis

Forecasting Tools

Scatter plotting


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Drawbacks to Traditional ForecastingTechniques

They focus on projections and historical relationships.

They do not consider the impact of strategic initiatives on

future staffing levels.

They support compensation plans that reward managersfor managing ever-larger staffs.

They bake in the idea that staff increases are

inevitable.

They validate and institutionalize present planning

processes and the usual ways of doing things.


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Using Computers to Forecast PersonnelRequirements

Computerized Forecasts

Software that estimates future staffing needs by:

Projecting sales, volume of production, and personnel

required to maintain different volumes of output.

Forecasting staffing levels for direct labor, indirect staff, and

exempt staff.

Creating metrics for direct labor hours and three sales

projection scenariosminimum, maximum, and probable.


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Forecasting the Supply ofInside Candidates

Manual systems and

replacement charts

Computerized skills

inventories

Qualification

Inventories


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FIGURE 54 Management Replacement Chart Showing Development

Needs of Potential Future Divisional Vice Presidents


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The Matter of Privacy

Ensuring the Security of HR Information

Control of HR information through access matrices

Access to records and employee privacy


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Copyright 2011 Pearson Education Inc publishing as Prentice Hall 527

Forecasting Outside Candidate Supply

Factors In Supply of Outside Candidates

General economic conditions

Expected unemployment rate

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Chapter 2 in Human Resources Management