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Wk 3 Lecture 6 Human Resource Planning

The document outlines the strategic human resource planning process, including job analysis, forecasting workforce requirements, and the importance of succession planning. It emphasizes the need for HR to align with business objectives and adapt to external factors, such as the impact of Brexit on talent management. Additionally, it covers job design concepts and competency modeling as essential components of effective HR management.

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6 views

Wk 3 Lecture 6 Human Resource Planning

The document outlines the strategic human resource planning process, including job analysis, forecasting workforce requirements, and the importance of succession planning. It emphasizes the need for HR to align with business objectives and adapt to external factors, such as the impact of Brexit on talent management. Additionally, it covers job design concepts and competency modeling as essential components of effective HR management.

Uploaded by

alexandrebarbier607
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Welcome to 5024SSL

Managing People in a Global Context

Lecture Six:
Human Resource Planning
Objectives
 Describe the HR strategic planning process.

 Explain the human resource planning process.

 Describe the job analysis process and methods.

 Summarise the components of a job description.

 Explain what competencies and competency modeling are.

 Summarise job design concepts.


Strategic HRM Planning

 Determination of the organisational


mission
 Assessment of the organization
and its environment
 Setting of specific objectives or
direction
 Determination of strategies to
accomplish those objectives
Strategic Planning/Implementation Process
Strategy Implementation
 Leadership

 Organisational Structure

 Information and Control


Systems
 Technology

 Human Resources
Human Resource Planning
(Workforce Planning)

• Matching the internal and external supply of candidates with job openings
anticipated in the organisation over a specific period of time
• HR planning has evolved overtime into a fundamental strategic function
• Includes business plan, HR data and statistical interactions
• Part of business and financial planning
• Provides a foundation for a plan that is aligned with business strategy
Human Resource Planning Process
Techniques for Forecasting Human
Resource Requirements
 Requirements forecast: determines the number, skill, and location of employees
the organisation will need at future dates to meet its goals
 Zero-base forecast: uses the current level of staffing as the

starting point for determining the future staffing needs


 Bottom-up forecast: each successive level of the organisation, starting with the
lowest, forecasts its requirements to provide an aggregate of employment needs.
 Sales volume: Relationship between demand and no. of employees
needed is positive
Availability Forecast

Determination of:
 Whether firm will be able to secure employees with necessary

skills
 Sources from which to obtain employees
Shortage of Workers Forecasted
 Innovative recruiting

 Compensation incentives
The impact of Brexit on HR Planning
The challenges include:
 War for talent in the UK
 HR needs more creativity to attracting and retaining that talent
 Pressure on HR to cope with legislative changes and all of the engagement
tasks surrounding it
 Workforce management is now more important than ever.
Surplus of Employees
When a comparison of requirements and availability indicates a
worker surplus will result, most companies look to alternatives to
layoffs, but downsizing may ultimately be required
Succession Planning
 Process of ensuring that qualified persons are available to

assume key managerial positions once the positions are


vacant
 Goal is to help ensure a smooth transition and operational

efficiency
 Has now become very important for HRM

Question – What will happen if organisations do not succession plan?


What effect do you think it has on employees?
Job Analysis

Job analysis is the


systematic process of
determining the skills, duties,
and knowledge required for
performing jobs in an
organisation.
Job Analysis: A Basic HRM Tool
Job Analysis Methods
 Questionnaires

 Observation

 Interviews

 Employee recording

 Combination of methods

Let’s take a quick look at each of these in turn…….


Questionnaires

 Typically quick and economical

 Potential problems:

 Employees might lack verbal skills

 Employees might exaggerate the significance of their

tasks
Observation

 Analyst watches worker perform job tasks and records

observations
 Used primarily to gather information emphasising manual

skills
 Often insufficient when used alone

 Difficult when mental skills are dominant in a job


Interviews
 Interview both employee and supervisor

 Interview employee first, helping him or her describe

duties performed
 After interviews, analyst normally contacts supervisor

for additional information


Employee Recording

 Employees describe daily work activities in diary or log

 Valuable in understanding highly specialised jobs

 Problem: Employees might exaggerate job importance


Combination of Methods

Analysts usually use more than one method

 Clerical and administrative jobs (example):

 Questionnaires supported by interviews and limited

observation
Production jobs:

 Interviews supplemented by extensive work observation


Job Description
 Document that states:
 Tasks
 Duties
 Responsibilities

 Content includes:
 Job identification
 Job analysis date
 Job summary
 Duties performed
 Job specification
Competencies and Competency Modeling
 Competencies refer to an individual’s capability to

orchestrate and apply combinations of knowledge, skills,


and abilities consistently over time to perform work
successfully in the required work situations
 Competency modeling specifies and defines all the

competencies necessary for success in a group of jobs


that are set within an industry context
Job Design Concepts
 Process of determining specific tasks to be performed, the methods used in
performing these tasks, and how a job relates to other work in an organisation
 Methods:
 Job enrichment consists of basic changes in the content and level of
responsibility of a job to provide greater challenges to the worker.
 Job enlargement sometimes called cross-training, involves providing greater
variety to the worker
 Job rotation moves employees from one job to another to broaden their
experience
 Re-engineering “the fundamental rethinking and radical redesign of
business processes to achieve dramatic improvements in critical
contemporary measures of performance”.
In Summary
 Explored HR planning as a strategic process and the

important elements associated with it


 This includes; being in line with business objectives, having

a planned process for managing human resource and


understanding external environmental factors.

Any questions?

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