Planning for Human Resources

8/8/2019 Planning for Human Resources

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General Objectives After the 2 hour discussion, students

will be able to acquire basic

knowledge, enhanced skills, anddevelop appropriate attitude towardsthe concept of human resourceplanning and job analysis


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Specific Objectives

Specifically, the students will be ableto: Define what Human Resource Planning

is.

Know the importance of strategicplanning.

Determine how to deal the undersupply

and oversupply of nurses. Appreciate the development of Human

Resource Information System.


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Specific Objectives (contd)

Determine the ways on how to conduct

job analysis.


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PLANNING FOR HUMANRESOURCES


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Linking Human Resource Planning

to Competitive Advantage HR planning

Defined as the process of identifying andresponding to organizational needs . . . and

charting new policies, systems, and programsthat will assure effective human resourcemanagement under changing conditions.

Objectives of HR planning

Enable organizations to anticipate their futureHRM needs

Identify practices that will help them meetthose needs


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Linking Human Resource Planning

to Competitive Advantage (cont.)

Linking HRM practices toorganizational goals

HR planning is the thread that tiestogether all other human resourceactivities and integrates these with therest of the organization.


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Strategic Planning

Through the strategic planning process, organizationsdetermine where they are going.

The process typically consists of the following

activities:1. Determine the organizational mission.

2. Scan the organizational environment.

3. Set strategic goals.

4. Formulate a strategic plan, part of which

addresses human resource needs.


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Strategic Planning (cont.)

Step 1: Determine the organizational

mission Mission statement

A declaration of the organizations overallpurpose

Defines the basic business scope andoperations that distinguish the organization

from others of a similar nature Answers the questions:

Why does our organization exist?

What unique contributions can it make?


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Step 2: Scan the organizational environment

The firms external and internal environments mustbe scanned to identify threats and opportunities.

External environment

Challenges posed by political, legal, economic, social,and technological issues

Planners must also scan their industry environment.

Internal environment

Assess the firms strengths and weaknesses in order to

form strategic goals that take advantage of strengths The task of gathering information for strategy

formulation rests with all managers and employees.


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Step 3: Set strategic goals

Specify the desired outcomes that must

be reached if the firm is to accomplish itsmission

Strategic goals should be:

Specific

Challenging Measurable


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Step 4: Formulate a strategic plan

Specifies the courses of action a firm

must take in order to meet its strategicgoals

Formulated by:

1. Translating organizational goals into more

narrow functional or departmental goals2. Devising strategies for meeting these goals


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Human Resource Planning May be done on both a short- and long-term basis

Using it, an organization is able to generate:

A list of future human resource needs

A plan for meeting them Demand forecasting

Involves predicting the number and types of peoplethe organization will need at some future point intime

Two general approaches are:

Statistical

Judgmental


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Human Resource Planning (cont.)

Statistical approaches

An organization predicts needed workforce sizeon the basis of certain business factors.

A business factor is an attribute of the business,such as sales volume or market share, whichclosely relates to the size of the neededworkforce.

Trend analysis

The future demand for human resources isprojected on the basis of past business trendsregarding a business factor.


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Ratio analysis

The process of determining future HR demandby computing an exact ratio between the

specific business factor and the number ofemployees needed.

Regression analysis

Is similar to both trend and ratio analyses

Forecasts are based on the relationship

between a business factor and workforce size. This method is more statistically sophisticated.


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Precaution regarding the use ofstatistical methods

Statistical methods of demand forecasting

assume that the relationship betweenworkforce size and the business factorremains constant over time.

If this relationship were to change

unexpectedly, the forecast would becomeinaccurate.


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Judgmental approaches

Involves the use of human judgment,

rather than a manipulation of numbers Two most common techniques:

Group brainstorming

Sales force estimates


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Supply forecasting: The process used toestimate which positions will be filled at aparticular point in time

Steps to supply forecasting

Step 1: Organization groups its positions bytitle, function, and level of responsibility.

Step 2: Estimate within each job group, howmany of its current employees will: Remain in their positions during the planning

period How many will move to another position How many will leave the organization


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Estimating future human resourceneeds

A firm derives its specific staffing needsby combining the results of the supplyand demand forecasts within each jobgroup.


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Outcomes of the HR Planning

Process Dealing with an oversupply of employees

The current trend toward organizationalrestructuring usually results in a smaller

workforce. When an organizations strategic plan calls for

restructuring, the HRM response is usually oneof downsizing.

Downsizing usually means layoffs.

Because of the negative outcomes that are oftenassociated with layoffs, employers areencouraged to seek alternatives.


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Outcomes of the HR Planning

Process (cont.)

Dealing with an undersupply of employees

Hiring additional workers

Alternatives to additional hiring

Improve productivity of existing workforcethrough additional training

Overtime

Additional shifts

Job reassignments Temporary workers

Improve retention rates


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Human Resource InformationSystems

Definition:

A computerized information package thatprovides management with increasing capacity

to record, store, manipulate, and communicateinformation across wide geographic boundaries,with access to many users.

An HRIS contains information about:

A companys jobs Number and types of jobs

Number of people needed in each job

Qualifications needed to perform each job


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Human Resource InformationSystems (cont.)

A companys employees

Individuals equal employment opportunity classification

Date of hire

Salary history

Performance ratings

Purposes served by HRIS

Handle most of the record keeping done by HRprofessionals

Reduce paperwork and cut administrative costs

Organizational members outside the HRM departmentcan more easily access the information

Store information essential for filling vacant positions


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HRIS on the NetIntranet

Internet networks that are accessible only toemployees within the company.

They can store a great deal of HR information.

It allows companies to save money byeliminating printing and distribution costs.

Employees like it because it allows them toquickly and privately access HR information.

HRIS on the NetExtranet Link a firm's intranet to a variety of outside

organizations and vendors

Gives employees secure access to informationand services form outside parties


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Ensuring the confidentiality of HRIS

information The organization must ensure that user

access is limited to relevant information. Sensitive and confidential information

should only be accessible by the HRMdepartment or specified individuals.

Institute strong written policies thatstipulate the organizations intention toprotect employee privacy rights


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ANALYZING JOBS


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Linking Job Analysis to Competitive

Advantage HRM roles played by job analysis

Recruitment/selection

Training and development Performance appraisal forms

Compensation

Productivity improvement programs

Employee discipline

Safety and health


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HRM Issues and Practices When conducting a job analysis, the

organization must determine:

The type of information to be collected How it will be collected

How it will be recorded or documented


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Determining the Type of

Information to Be Collected Job analysis information may be

divided into three categories:

Job content Job context

Worker requirements


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Determining the Type of

Information to Be Collected (cont.)

Job content

What the worker does

The purpose of the action Tools, equipment, or machinery used in

the process

Relative importance of tasks

Expected performance levels

Type of training needed by a new worker


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Determining the Type ofInformation to Be Collected (cont.) Job context

Conditions under which work is performed

The demands such work imposes on workers

Worker requirements

Knowledge

Skill

Ability

Personal characteristics

Credentials


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Determining How to Collect the

Information HR professionals gather job analysis

information by: Interviewing the workers

Observing them at work

Having them complete job analysisquestionnaires

Appropriateness of each approachdepends, in part, on the type ofinformation sought.


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Determining How to Collect theInformation (cont.)

Job analysis interviews

Structured conversations between the jobanalyst and one or more subject-matter experts

Strengths Most frequently used

Provides a potential wealth of information

Can be used to collect all types of information

May be the only way to acquire someinformation

Interviews can eat up a lot of time.


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Job analysis observation

Watching the incumbent perform the job

Strengths Most useful for complex, difficult jobs

Gives a better understanding of howwork is done and the knowledge, skills,

and abilities needed to perform the job


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Job analysis questionnaires

Ask workers and/or supervisors to record jobinformation in writing

Job analysis inventory: Contains close-ended questions

Task inventory: Contains a listing of task statements Ability inventory: Contains a listing of worker ability

requirements

Strengths

Gathers information from several people

Collects information quickly Can be used to group jobs

Used to determine employees training needs


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Determining How Job AnalysisInformation Will Be Recorded

Job descriptions

Ability Requirements Approach (ARA) Position Analysis Questionnaire (PAQ) Critical Incident Technique (CIT)


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Determining How Job AnalysisInformation Will Be Recorded (cont.)

Job Descriptions

Contains the following information:

Job identification

Job summary

Essential functions

Worker requirements

General purpose job descriptions used by most

companies provide only a brief summary of jobanalysis information and thus lack sufficientdetail for some HRM applications.


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Ability Requirements Approach (ARA) Assumes that the skills needed to perform a job

can be described in terms of more basic abilities Mental abilities Perception abilities Psychomotor abilities Physical abilities Sensory abilities

Often used for employee selection

Also used to set medical standards for jobs Serves as a useful technique for ensuring

compliance with the Americans with DisabilitiesAct


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Position Analysis Questionnaire (PAQ) Premised on the notion that there is some

underlying behavioral structure or order to thedomain of human work, and there is a limitedset of job characteristics that describe thisdomain

Jobs differ from one another in terms of theextent to which each of these characteristics ispresent

Particularly useful for establishing compensationrates

Can be used to group jobs into families


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Critical Incident Technique (CIT) Developed during World War II

A critical incident is a specific work behavior thatmay determine success or failure in executing

an assigned task. Requires the job analyst to collect critical

incidents from people familiar with the job Incidents can be collected in the form of stories

or anecdotes

A good tool for: Identifying selection criteria Identifying training needs Developing performance appraisal forms


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Questions

1.) What do you think is the mostdifficult step in doing strategicplanning?

2.) Which would you consider moststatistical approach or judgmentalapproach?

3.) Is conducting an interview reliableand has validity?


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Questions (contd) 4.) If you were the HR manager of a

hospital, how would you state theessential function of a nurse?

5.) What do you think is the essenceof this subject? Why do we need tostudy it?


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Quotes Recruitment and retention of staff is more

than technique. It requires enthusiasmabout nursing and caring for others. (Louis

Benson) Accurate definition and quantification of the

work of nursing is critical to the

identification of appropriate nursingresource requirements. (Graf, Millar,Feilteau, Coakley, and Erickson)


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References

cerritos.edu/blivingston/BA106/ppt/Kleiman_Chapter_04.ppt

e-courses.cerritos.edu/macheson/BA106/PPT/ch04.ppt

cerritos.edu/blivingston/BA106/ppt/K

leiman_Chapter_03.ppt

http://www.eridlc.com/index.cfm?fuseaction=textbook.chpt10

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Planning for Human Resources