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Staffing  Organizations  Model
Staffing  Organizations  Model
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
Legality of AAPs
Diversity Programs
EEO and Temporary Workers

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
The Basic Elements of Human Resource Planning
The Basic Elements of Human Resource Planning
HRP:  Forecasting HR Requirements
Statistical techniques

  • Ratio Analysis
  • Regression Analysis

Judgmental techniques

  • “Top-down” approach
  • “Bottom-up” approach

HRP:  Forecasting HR Availabilities

  • Determine head count data for current workforce and their availability in each job category/level

Statistical techniques

  • Markov analysis
  • Limitations of Markov analysis

Replacement and Succession Planning
  • Replacement planning
  • Succession planning

HRP:  External Environmental Scanning

External scanning involves

  • Tracking trends and developments in external environment,
  • Documenting implications for management of human resources, and
  • Ensuring implications receive attention

Exh. 3.11:  Example of Environmental Scan

HRP:  Internal Environmental Scanning

Internal scanning involves

  • Informal discussions with key managers
  • Conducting employee attitude surveys
  • Monitoring key indicators

                 Employee performance

  • Identifying nagging personnel problems
  • Assessing managerial attitudes regarding HR

HRP:  Reconciliation and Gaps
Phase involves
Coming to grips with projected gaps
Likely reasons for gaps
Assessing future implications

HRP:  Action Planning
Set objectives
Generate alternative activities
Assess alternative activities
Choose alternative activities
Exh. 3.14:  Staffing Alternatives to Deal with Employee Shortages and Surpluses
Exh. 3.14:  Staffing Alternatives to Deal with Employee Shortages and Surpluses
Internal vs. External Staffing
Internal vs. External Staffing

Staffing Planning:  Flexible Workforce
Two categories
         Temporary employees
         Independent contractors

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?

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