CH5
• Job analysis identifies the duties and human requirements for each of the company’s jobs. The next step is to decide
which of these jobs you need to fill, and to recruit and select employees for them.
Towers Watson’s Internet software (“Towers Watson Workforce MAPS”) helps clients manage this workforce planning
process. It has dashboards (see the above four exhibits) for monitoring key metrics, for instance on recruiting and
retention.
workforce scan: that provides detailed analysis of the client’s current workforce and historical workforce trends
workforce projection showing projected employment and skill levels given the “status quo”
scenario modeling to let the employer compare “what if” scenarios
external labor scan for analyzing how the external labor market impacts the employer’s workforce.
Forecasting Personnel Needs (Labor Demands)
1.Trend analysis – Is a study of a firm’s past employment needs over a period of years to predict future needs.
2.Ratio analysis – Is a forecasting technique for determining future staff needs by using ratios between, for example,
sales volume and number of employees needed.
3. Scatter plot – Is a graphical method used to help identify the relationship between two variables.
4. Managerial judgment – Few historical trends, ratios, or relationships will continue unchanged into the future so
managerial judgment is needed to adjust the forecast.
A firm’s future staffing needs reflect demand for its products or services
Most firms start with possible inside candidates. The main task here is determining which current employees are
qualified or trainable for the projected openings.
Personnel replacement charts (illustrated here in Figure 5-3) are another option, particularly for the firm’s top positions.
They show the present performance and promotability for each position’s potential replacement.
• Computerized skills inventories may be used in larger firms.
Markov analysis is also a method that involves creating a matrix that shows the probabilities that employees in the
chain of feeder positions for a key job
Forecasting the Supply of Outside Candidates: is done when there is not enough skilled inside candidates to fill the
anticipated openings.
predictive workforce monitoring: Most employers review their workforce plans every year or so, but this isn’t always
sufficient. Workforce planning therefore often involves paying continuous attention to workforce planning issues
Succession Planning: Systematically identifying, assessing, and developing organizational leadership to enhance
performance.
Three steps: – Identify key position needs – Develop inside candidates – Assess and choose those who will fill the key
positions