CHAPTER 2 STRATEGIC HUMAN RESOURCE PLANNING

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-2 n Objectives   Discuss human resources as a core competency   Define and outline the HR planning process   Discuss external environmental scanning as part of HR planning   Explain the importance of an assessment of current jobs / skills   Identify and explain a human resource information system (HRIS)   Identify factor in forecasting supply / demand for HR in an organization

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-3

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-4 n n Organizational Strategy and Human Resources   HR as a core competency   Resource-based organizational strategies   Value   Rareness   Imitability   Organization   Organizational culture and HR strategy   Industry life-cycle stages   Organization   Embryonic   Growth   Value   Shakeouts   Maturity   Decline   Linking organizational strategies and HR plans

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-5

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-6 n n Human Resource Planning   HR planning responsibilities   Planning in a small and entrepreneurial organizations   Evolution of HR activities   Family relationships and HR management   HR planning process   Evaluating HR planning

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-7 n n Scanning the External Environment   Government influences   Economic conditions   Geographic and competitive concerns   Workforce compensation and work patterns   Planning   Alternative work schedules   Alternative work assignments n n Internal Assessment of Organizational Workforce   Auditing jobs and skills   Organizational capabilities inventory   Components   Using data

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-8 n n Human Resource Information Systems   Purposes of an HRIS   Uses of an HRIS   Establishing an HRIS   Choosing an HRIS   Designing and implementing   Accessing the HRIS via intranets and extranets   Training   Ensuring security and privacy

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-9 n n Forecasting   Periods   Short term   Intermediate   Long term   Need for human resources (demand)   Availability of human resources (supply)   External supply   Internal supply

Chapter 2 STRATEGIC HUMAN RESOURCE PLANNING Human Resource Management, 9E Mathis and Jackson © 2000 South-Western College Publishing 2-10 n n Managing a Human Resource Surplus   Workforce reductions and the WARN Act   Downsizing   Causes   Consequences   Managing survivors   Downsizing approaches   Attrition and hiring freezes   Early retirement buyouts   Layoffs   Outplacement services