暨南大學(xué)MBA之人力資源管理課件

HUMANRESOURCEPLANNING版權(quán)所有吳三清博士HUMANRESOURCEPLANNING版權(quán)所有1OBJECTIVESDiscusstheimportanceofHRplanning.ExplaintherelationshipbetweenstrategicHRMandHRplanning.ExaminesomekeyenvironmentalinfluencesonHRplanning.DiscussthebasicapproachestoHRplanning.DescribethewaysofforecastingHRrequirementsandavailability.DiscusstherequirementsforeffectiveHRplanning.OBJECTIVESDiscusstheimportan2Ifyoudon’twanttoplanforsuccess,whatrightdoyouhavetoworryaboutnon-success?Ifyou’renotplanningwhereyouwanttobe,whatreasonorexcusedoyouhaveforworryingaboutbeingnowhere? TOMHOPKINS,Americansalestrainer,motivatorandauthor.Plansgetyouintothingsbutyougottoworkyourwayout. WILLROGERS(1879-1935),Americanactor,performerandhumorist.Ifyoudon’twanttoplanfor3IMPORTANCEOFHUMANRESOURCEPLANNINGThepurposeofHRplanningistoensurethatapredeterminednumberofpersonswiththecorrectskillsareavailableataspecifiedtimeinthefuture.HRplanningsystematicallyidentifieswhatmustbedonetoguaranteetheavailabilityofthehumanresourcesneededbyanorganisationtomeetitsstrategicbusinessobjectives.HRplanningcannotbeundertakeninisolation.Itmustbelinkedtotheorganisation’soverallbusinessstrategy.

IMPORTANCEOFHUMANRESOURCEP4暨南大學(xué)MBA之人力資源管理課件5STRATEGICHUMANRESOURCEMANAGEMENTANDHUMANRESOURCEPLANNINGAspartofthestrategicplanningprocess,HRplanningmustconsidertheenvironmentalinfluencesonanorganisation,itsobjectives,culture,structureandHRM.HRplanningmustreflecttheenvironmentaltrendsandissuesthataffectanorganisation’smanagementofitshumanresources.Governmentregulationsrelatingtoconditionsofemployment,EEO,industrialrelationsandoccupationalhealthandsafety,forexample,mustbeintegratedwithanorganisation’sHRMstrategies.Otherexamplesincludedemographicchanges,thecasualisationoftheworkforce,employeeliteracy,skillshortages,acquisitions,mergersanddivestures,deregulation,flexibleworkschedules,telecommutingandoutsourcing.STRATEGICHUMANRESOURCEMANAG6APPROACHESTOHUMANRESOURCEPLANNINGTHEQUANTITATIVEAPPROACHThequantitativeapproachseesemployeesasnumericalentitiesandgroupsthemaccordingtoage,sex,experience,skills,qualification,joblevel,pay,performanceratingorsomeothermeansofclassification.ThefocusisonforecastingHRshortages,surplusesandcareerblockages;itsaimistoreconcilethesupplyanddemandforhumanresourcesgiventheorganization’sobjectives.APPROACHESTOHUMANRESOURCEP7TrendProjectionTrendprojectionortimeseriesanalysispredictionsworkbyprojectingtrendsofthepastandpresentintothefuture.Thistechniqueisbasedontheassumptionthatthefuturewillbeacontinuationofthepast.TrendProjectionTrendprojecti8暨南大學(xué)MBA之人力資源管理課件9EconometricModellingEconometricmodellingandmultiplepredictivetechniquesinvolvebuildingcomplexcomputermodelstosimulatefutureeventsbasedonprobabilitiesandmultipleassumptions.EconometricModellingEconometr10THEQUALITATIVEAPPROACHThequalitativeapproachtoHRplanningusesexpertopinion(usuallyalinemanager)topredictthefuture(forexample,themarketingmanagerwillbeaskedtoestimatethefuturepersonnelrequirementsforthemarketingdepartment).ThefocusisonevaluationsofemployeeperformanceandcapacityforpromotionaswellasmanagementandcareerdevelopmentTHEQUALITATIVEAPPROACHThequ11DelphiTechniqueArefinementonthisbasicapproachistheDelphitechnique:apanelofexpertssuchaskeylinemanagersmakeindependentanonymouspredictionsinanswertoquestionsrelatingtoHRplanning.TheresponsesareanalysedbytheHRdepartmentandtheconfidentialresultsarefedbacktotheexpertsalongwithanotherseriesofquestions.Themanagersrevisetheiroriginalestimatesinlightofthisnewinformation.Thisprocessisrepeateduntilaconsensusforecastisobtained.DelphiTechniqueArefinemento12FORECASTINGHUMANRESOURCEAVAILABILITYOncetheHRmanagerhasestimatedtheHRneedsoftheorganisation,thenextchallengeistofilltheprojectedvacancies.Presentemployeeswhocanbepromoted,transferred,demotedordevelopedmakeuptheinternalsupply.Constraintsmayapplyontheuseofbothinternalandexternallaboursupplies(forexample,a‘promotionfromwithin’policy,unionrestrictions,managementpreferenceandgovernmentregulations).FORECASTINGHUMANRESOURCEAVA13FORECASTINGTHESUPPLYOFINTERNALHUMANRESOURCESTurnoveranalysisAdetailedanalysisofwhypeopleleavetheorganisationisessentialifmeaningfulinformationistobeobtained.Labourturnoverratesfrompastyearsarethebestsourceofthisinformationformostorganisation.Turnoverforeachjobclassificationanddepartmentshouldalsobecalculatedbecauseturnovercanvarydramaticallyamongvariousworkfunctionsanddepartments.FORECASTINGTHESUPPLYOFINTE14SkillsInventory ThisconsolidatesbasicinformationonallemployeeswithintheorganisationandpermitstheHRmanagerto:identifyqualifiedemployeesfordifferentjobsdeterminewhichskillsarepresentorlackingintheorganisationassesslongertermrecruitment,selectionandtraininganddevelopmentrequirements.Skillsinventoriescanbequitesimpleandmanuallykept,ordetailedandmaintainedaspartofanintegratedHRinformationsystem(HRIS).SkillsInventory Thisconsolid15

ReplacementCharts Replacementchartssummarisethisinformationinvisualformforkeymanagerssotheycaneasilyidentifyboththepresentincumbentsandpotentialreplacements(orlackof)forgivenpositions.MarkovAnalysis Thisisamathematicaltechniqueusedtoforecasttheavailabilityofinternaljobcandidates.Theunderlyingassumptionisthatthemovementofpersonnelamongvariousjobclassificationscanbepredictedfrompastmovements. ReplacementCharts16SUCCESSIONPLANNINGSuccessionplanningisconcernedwiththefillingofmanagementvacancies.Itstressesthedevelopmentofhighpotentialemployeesandtakesalong-termviewoftheorganisation’sHRneeds.TheHRmanager’sroleistoensurethatsuccessionplanningprovidestheorganisation’sfuturemanagerswiththenecessarypreparationtosuccessfullyfillpotentialvacancies.Thismeanshavinganeffectiveperformanceappraisalsystem,needs-orientatedtraininganddevelopmentprograms,andacorporateculturewhichfostersindividualgrowthandpromotionfromwithin.SUCCESSIONPLANNING17FORECASTINGTHEAVAILABILITYOFEXTERNALHUMANRESOURCESCasualisationoftheworkforceInAustralia,24percentofallemployeesarenowcasualworkers.InternationalEmployees

Companiesareincreasinglyseekingemployeesoutsidetheirdomesticmarket.Technologicaladvancesincommunicationandincreasedlabourmobilityhavefacilitatedinternationalisationofbusinesses.FORECASTINGTHEAVAILABILITYO18Outsourcing

‘Bystrategicallyoutsourcingandemphasisingacompany’scorecompetencies,’argueQuinnandHilmer,‘managerscanleveragetheirfirm’sskillsandresourcesforincreasedcompetitiveness.’ Thereasonsfororganisationschoosingtooutsourceinclude:increasedfocusoncorebusinesscostandqualityaccesstoimprovedtechnologyeliminationofunionproblemsOutsourcing ‘Bystrategically19REQUIREMENTSFOREFFECTIVEHRPLANNINGSuccessfulHRplanningrequires:HRpersonnelunderstandtheHRplanningprocesstopmanagementissupportivetheorganisationdoesnotstartwithanoverlycomplexsystemthecommunicationsbetweenHRpersonnelandlinemanagementarehealthytheHRplanisintegratedwiththeorganisation’sstrategicbusinessplanthereisabalancebetweenthequantitativeandqualitativeapproachestoHRplanningREQUIREMENTSFOREFFECTIVEHR20SummaryTheHRplanaffectsallHRactivitiesandactsasthestrategiclinkbetweenorganisationalandHRMobjectives.Aneffectiveplanningprocessifessentialtooptimisingtheorganisation’shumanresources.HRmanagerswillhavetosuccessfullydemonstratethatHRplanningisrelevanttotheneedsoflinemanagers.SummaryTheHRplanaffectsall21暨南大學(xué)MBA之人力資源管理課件22HUMANRESOURCEPLANNING版權(quán)所有吳三清博士HUMANRESOURCEPLANNING版權(quán)所有23OBJECTIVESDiscusstheimportanceofHRplanning.ExplaintherelationshipbetweenstrategicHRMandHRplanning.ExaminesomekeyenvironmentalinfluencesonHRplanning.DiscussthebasicapproachestoHRplanning.DescribethewaysofforecastingHRrequirementsandavailability.DiscusstherequirementsforeffectiveHRplanning.OBJECTIVESDiscusstheimportan24Ifyoudon’twanttoplanforsuccess,whatrightdoyouhavetoworryaboutnon-success?Ifyou’renotplanningwhereyouwanttobe,whatreasonorexcusedoyouhaveforworryingaboutbeingnowhere? TOMHOPKINS,Americansalestrainer,motivatorandauthor.Plansgetyouintothingsbutyougottoworkyourwayout. WILLROGERS(1879-1935),Americanactor,performerandhumorist.Ifyoudon’twanttoplanfor25IMPORTANCEOFHUMANRESOURCEPLANNINGThepurposeofHRplanningistoensurethatapredeterminednumberofpersonswiththecorrectskillsareavailableataspecifiedtimeinthefuture.HRplanningsystematicallyidentifieswhatmustbedonetoguaranteetheavailabilityofthehumanresourcesneededbyanorganisationtomeetitsstrategicbusinessobjectives.HRplanningcannotbeundertakeninisolation.Itmustbelinkedtotheorganisation’soverallbusinessstrategy.

IMPORTANCEOFHUMANRESOURCEP26暨南大學(xué)MBA之人力資源管理課件27STRATEGICHUMANRESOURCEMANAGEMENTANDHUMANRESOURCEPLANNINGAspartofthestrategicplanningprocess,HRplanningmustconsidertheenvironmentalinfluencesonanorganisation,itsobjectives,culture,structureandHRM.HRplanningmustreflecttheenvironmentaltrendsandissuesthataffectanorganisation’smanagementofitshumanresources.Governmentregulationsrelatingtoconditionsofemployment,EEO,industrialrelationsandoccupationalhealthandsafety,forexample,mustbeintegratedwithanorganisation’sHRMstrategies.Otherexamplesincludedemographicchanges,thecasualisationoftheworkforce,employeeliteracy,skillshortages,acquisitions,mergersanddivestures,deregulation,flexibleworkschedules,telecommutingandoutsourcing.STRATEGICHUMANRESOURCEMANAG28APPROACHESTOHUMANRESOURCEPLANNINGTHEQUANTITATIVEAPPROACHThequantitativeapproachseesemployeesasnumericalentitiesandgroupsthemaccordingtoage,sex,experience,skills,qualification,joblevel,pay,performanceratingorsomeothermeansofclassification.ThefocusisonforecastingHRshortages,surplusesandcareerblockages;itsaimistoreconcilethesupplyanddemandforhumanresourcesgiventheorganization’sobjectives.APPROACHESTOHUMANRESOURCEP29TrendProjectionTrendprojectionortimeseriesanalysispredictionsworkbyprojectingtrendsofthepastandpresentintothefuture.Thistechniqueisbasedontheassumptionthatthefuturewillbeacontinuationofthepast.TrendProjectionTrendprojecti30暨南大學(xué)MBA之人力資源管理課件31EconometricModellingEconometricmodellingandmultiplepredictivetechniquesinvolvebuildingcomplexcomputermodelstosimulatefutureeventsbasedonprobabilitiesandmultipleassumptions.EconometricModellingEconometr32THEQUALITATIVEAPPROACHThequalitativeapproachtoHRplanningusesexpertopinion(usuallyalinemanager)topredictthefuture(forexample,themarketingmanagerwillbeaskedtoestimatethefuturepersonnelrequirementsforthemarketingdepartment).ThefocusisonevaluationsofemployeeperformanceandcapacityforpromotionaswellasmanagementandcareerdevelopmentTHEQUALITATIVEAPPROACHThequ33DelphiTechniqueArefinementonthisbasicapproachistheDelphitechnique:apanelofexpertssuchaskeylinemanagersmakeindependentanonymouspredictionsinanswertoquestionsrelatingtoHRplanning.TheresponsesareanalysedbytheHRdepartmentandtheconfidentialresultsarefedbacktotheexpertsalongwithanotherseriesofquestions.Themanagersrevisetheiroriginalestimatesinlightofthisnewinformation.Thisprocessisrepeateduntilaconsensusforecastisobtained.DelphiTechniqueArefinemento34FORECASTINGHUMANRESOURCEAVAILABILITYOncetheHRmanagerhasestimatedtheHRneedsoftheorganisation,thenextchallengeistofilltheprojectedvacancies.Presentemployeeswhocanbepromoted,transferred,demotedordevelopedmakeuptheinternalsupply.Constraintsmayapplyontheuseofbothinternalandexternallaboursupplies(forexample,a‘promotionfromwithin’policy,unionrestrictions,managementpreferenceandgovernmentregulations).FORECASTINGHUMANRESOURCEAVA35FORECASTINGTHESUPPLYOFINTERNALHUMANRESOURCESTurnoveranalysisAdetailedanalysisofwhypeopleleavetheorganisationisessentialifmeaningfulinformationistobeobtained.Labourturnoverratesfrompastyearsarethebestsourceofthisinformationformostorganisation.Turnoverforeachjobclassificationanddepartmentshouldalsobecalculatedbecauseturnovercanvarydramaticallyamongvariousworkfunctionsanddepartments.FORECASTINGTHESUPPLYOFINTE36SkillsInventory ThisconsolidatesbasicinformationonallemployeeswithintheorganisationandpermitstheHRmanagerto:identifyqualifiedemployeesfordifferentjobsdeterminewhichskillsarepresentorlackingintheorganisationassesslongertermrecruitment,selectionandtraininganddevelopmentrequirements.Skillsinventoriescanbequitesimpleandmanuallykept,ordetailedandmaintainedaspartofanintegratedHRinformationsystem(HRIS).SkillsInventory Thisconsolid37

ReplacementCharts Replacementchartssummarisethisinformationinvisualformforkeymanagerssotheycaneasilyidentifyboththepresentincumbentsandpotentialreplacements(orlackof)forgivenpositions.MarkovAnalysis Thisisamathematicaltechniqueusedtoforecasttheavailabilityofinternaljobcandidates.Theunderlyingassumptionisthatthemovementofpersonnelamongvariousjobclassificationscanbepredictedfrompastmovements. ReplacementCharts38SUCCESSIONPLANNINGSuccessionplanningisconcernedwiththefillingofmanagementvacancies.Itstressesthedevelopmentofhighpotentialemployeesandtakesalong-termviewoftheorganisation’sHRneeds.TheHRmanager’sroleistoensurethatsuccessionplanningprovidestheorganisation’sfuturemanagerswiththenecessarypreparationtosuccessfullyfillpotentialvacancies.Thismeanshavinganeffectiveperformanceappraisalsystem,needs-orientatedtraininganddevelopmentprograms,andacorporateculturewhichfostersindividualgrowthandpromotionfromwithin.SUCCESSIONPLANNIN