1. Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen. Winston Churchill A Thought To Share

2. Human Resource Planning

3. Human Resource (HR) Planning –The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. Human Resource Planning

4. Better view of the HR dimensions of business decisions Lower HR costs through better HR management. More timely recruitment for anticipate HR needs More inclusion of protected groups through planned increases in workforce diversity. Better development of managerial talent Benefits of HR Planning

5. Human Resource Planning Process

6. HR Planning Process

7. Environmental Scanning –Process of studying the environment of the organization to pinpoint opportunities and threats Scanning the External Environment

8. Analyzing the jobs that will need to be done and the skills of people currently available to do them is the next part of HR planning. –Auditing jobs and skills –Organizational Capabilities Inventory Internal Assessment of the Organizational Workforce

9. Auditing Jobs and Skills –What jobs exist now? –How many individuals are performing each job? –How essential is each job? –What jobs will be needed to implement future organizational strategies? –What are the characteristics of anticipated jobs? Internal Assessment of the Organizational Workforce

10. Organizational Capabilities Inventory –HRIS databases—sources of information about employees’ knowledge, skills, and abilities (KSAs) Human Resources Information Systems (HRIS) –Database systems containing the records and qualifications of each employee that can be accessed to facilitate employment planning decision. –Components of an organizational capabilities inventory Workforce and individual demographics Individual employee career progression Individual job performance data Internal Assessment of the Organizational Workforce

11. HRIS Payroll People PositionsJobs Workers Compensation HR Planning Medical Records Recruitment/ Selection Employment Equity Benefits Employee Relations Training and Development Compensation Health & Safety  Uses of HRIS o To gain competitive advantage o To track EEO data o To make personnel decision  Benefits of HRIS o Helpful in all HR activities o Time and cost saving o User Friendly (quick & responsive)

12. Forecasting is the use of information from the past and present to identify expected future conditions. Forecasting HR Supply and Demand

13. –Organization-wide estimate for total demand –Unit breakdown for specific skill needs by number and type of employee Develop decision rules (“fill rates”) for positions to be filled internally and externally. Develop additional decision rules for positions impacted by the chain effects of internal promotions and transfers. Forecasting Demand for Human Resources

14. Forecasting the Supply for Human Resources –External Supply –Internal Supply Forecasting Supply for Human Resources

15. Forecasting External HR Supply –Factors affecting external Net migration for an area Individuals entering and leaving the workforce Individuals graduating from schools and colleges Changing workforce composition and patterns Technological developments and shifts Actions of competing employers Government regulations and pressures Forecasting Supply for Human Resources

16. Forecasting Internal HR Supply –Effects of promotions, lateral moves, and terminations –Succession analysis Replacement charts Transition matrix (Markov matrix) Forecasting Supply for Human Resources

17. Workforce Realignment –“Downsizing”, “Rightsizing”, and “Reduction in Force” (RIF) all mean reducing the number of employees in an organization. –Causes Economic—weak product demand, loss of market share to competitors Structural—technological change, mergers and acquisitions Managing Human Resource Surplus or Shortage

18. Downsizing approaches –Attrition and hiring freezes Not replacing departing employees and not hiring new employees/ –Early retirement buyouts Offering incentives that encourage senior employees to leave the organization early. –Layoffs Employees are placed on unpaid leave until called back to work when business conditions improve. Employees are selected for layoff on the basis of their seniority or performance or a combination of both.

19. HR Strategies –The means used to anticipate and manage the supply of and demand for human resources. Provide overall direction for the way in which HR activities will be developed and managed. Overall Strategic Plan Human Resources Strategic Plan HR Activities HR Strategies and Plan

20. HR Management and Jobs

21. Approaches to Understanding Jobs –Workflow analysis –Job design –Job analysis –Job descriptions and job specifications

22. Workflow Analysis –A study of the way work (inputs, activities, and outputs) moves through an organization.InputsPeopleMaterialsEquipmentInputsPeopleMaterialsEquipmentActivities Tasks and Jobs Activities Outputs Goods and Services EvaluationEvaluation

23. Developing Jobs for Individuals and Teams Job Design –Organizing tasks, duties, and responsibilities into a productive unit of work. Job Design Job Satisfaction Job Performance Physical and Mental Health

24. Nature of Job Design Job Enlargement –Broadening the scope of a job by expanding the number of different tasks to be performed. Job Enrichment –Increasing the depth of a job by adding the responsibility for planning, organizing, controlling, and evaluating the job. Job Rotation –The process of shifting a person from job to job.

25. Ergonomics Ergonomics is the science of fitting the job to the worker. When there is a mismatch between the physical requirements of the job and the physical capacity of the worker, work-related musculoskeletal disorders (WMSDs) can result. Prevention Work-related musculoskeletal disorders (WMSDs) can be prevented by simple and inexpensive changes in the workplace. Nature of Job Design

26. The Nature of Job Analysis Job Analysis –A systematic way of gathering and analyzing information about the content, context, and the human requirements of jobs. Phases of Job analysis Methods & Uses of Job Analysis

27. Steps in the Job Analysis Process 1.Determine who will do the analysis and get top management buy in to the process. 2.Choose jobs that are critical to the success of the company and have a sufficient number of employees in them. 3.Review what has already been written about the job. The Phases of Job Analysis

28. 4.Select job agents, such as incumbents, supervisors or job analysts. 5.Collect job information through interviews, questionnaires and observations 6.Create a job description that identifies skills, effort responsibilities and working conditions of the job. 7.Creating Job Specifications. The final step uses job analysis information to create job specifications. Job specifications identify the knowledge, skills, and abilities that workers need in order to perform the tasks listed in the job description. The Phases of Job Analysis

30. Job Analysis in Perspective

31. Typical Areas Covered in a Job Analysis Questionnaire

32. Job Description –Identification of the tasks, duties, and responsibilities of a job Job Specification –The knowledge, skills, and abilities (KSAs) an individual needs to perform a job satisfactorily. Job Descriptions and Job Specifications

33. Sample of Job Description and Specification

38. Job Description Components Identification –Job title –Reporting relationships –Department –Location –Date of analysis General Summary –Describes the job’s distinguishing responsibilities and components Essential Functions and Duties –Lists major tasks, duties and responsibilities Job Specifications –Knowledge, skills, and abilities –Education and experience –Physical requirements Disclaimer –Of implied contract Signature of approvals

39. Thought For The Day The journey to happiness involves finding the courage to go down into ourselves and take responsibility for what's there: all of it. »Richard Rohr