3-1
Human Resources Planning
Ir. Rr. HERMIEN TRIDAYANTI, MM
3-2
Staffing Organizations Model
Organization
Vision and Mission
Goals and Objectives
Organization Strategy
HR and Staffing Strategy
Staffing Policies and Programs
Support Activities
Core Staffing Activities
Legal compliance
Planning
Recruitment:
Selection:
External, internal
Measurement, external, internal
Job analysis
Employment:
Decision making, final match
Staffing System and Retention Management
3-3
Chapter Outline
 External
Influences
 Economic
Conditions
 Labor Markets
 Labor Unions
 Human
Resource Planning
 Process
and Example
 Initial Decisions
 Forecasting HR
Requirements
 Forecasting HR Availabilities
 External and Internal
Environmental Scanning
 Reconciliation and Gaps
 Action Planning
 Staffing
Planning
 Staffing
Planning Process
 Core Workforce
 Flexible Workforce
 Legal
Issues
 AAPs
 Legality
of AAPs
 Diversity Programs
 EEO and Temporary
Workers
3-4
Examples of External
Influences on Staffing
Economic Conditions




Economic expansion and contraction
Job growth and job opportunities
Internal labor market mobility
Turnover rates
Labor Markets




Labor demand: Employment patterns, KSAOs sought
Labor supply: Labor force, demographic trends, KSAOs available
Labor shortages and surpluses
Employment arrangements
Labor Unions



Negotiations
Labor contracts: Staffing levels, staffing quality, internal movement
Grievance systems
3-5
The Basic Elements
of Human Resource Planning
(3) Conduct
Environmental Scans
(1) Forecast Labor
Requirements
Compare
(2) Forecast Labor
Availabilities
(4) Determine
Gaps
(5) Develop
Action Plans
3-6
HRP: Forecasting HR Requirements
 Statistical
 Ratio
techniques
Analysis
 Regression
 Judgmental
Analysis
techniques
 “Top-down”
approach
 “Bottom-up”
approach
3-7
HRP: Forecasting HR Availabilities
 Approach
 Determine
head count data for current workforce and
their availability in each job category/level
 Statistical
 Markov
techniques
analysis
 Limitations
of Markov analysis
3-8
HRP: Forecasting HR Availabilities
(continued)
 Replacement
and Succession Planning
 Replacement
 Succession
planning
planning
3-9
HRP: External Environmental Scanning
 External
scanning involves
 Tracking
trends and developments in external
environment,
 Documenting
implications for management of human
resources, and
 Ensuring
 Exh.
implications receive attention
3.11: Example of Environmental Scan
3-10
HRP: Internal Environmental Scanning
 Internal
scanning involves
 Informal
discussions with key managers
 Conducting
employee attitude surveys
 Monitoring
key indicators
 Employee
performance
 Absenteeism
 Turnover
 Accidents
 Identifying
 Assessing
nagging personnel problems
managerial attitudes regarding HR
3-11
HRP: Reconciliation and Gaps
 Phase
involves
 Coming
 Likely
to grips with projected gaps
reasons for gaps
 Assessing
future implications
3-12
HRP: Action Planning
 Set
objectives
 Generate
 Assess
alternative activities
alternative activities
 Choose
alternative activities
3-13
Exh. 3.14: Staffing Alternatives to Deal
with Employee Shortages and Surpluses
3-14
Exh. 3.15: Internal vs. External Staffing
3-15
Staffing Planning: Flexible Workforce
 Advantages
 Disadvantages
 Two
categories
 Temporary
employees
 Independent
contractors
3-16
Ethical Issues
 Issue
1
 Does
an organization have any ethical responsibility
to share with all of its employees the results of its
forecasting of HR requirements and availabilities?
Does it have any ethical responsibility not to do this?