1. Human Resource Planning
He Huang

2. Human Resource (HR) Planning
The process by which managers ensure that they have the right number and kinds of people in the right places, and at the right times, who are capable of effectively and efficiently performing their tasks.(3R)
Helps avoid sudden talent shortages and surpluses.

3. Steps in HR planning Making a Current Assessment Making a Future
Designing a Future
Program

4. Current Assessment Human Resource Inventory
A review of the current make-up of the organization’s current resource status.

5. Planning and Forecasting
Human Resources Management 12e Gary Dessler
Planning and Forecasting
Employment or Personnel Planning
The process of deciding what positions the firm will have to fill, and how to fill them.
Succession Planning
The process of deciding how to fill the company’s most important executive jobs.
What to Forecast?
Overall personnel needs
The supply of inside candidates
The supply of outside candidates
Employment (or personnel) planning is the process of deciding what positions the firm will have to fill, and how to fill them. It embraces all future positions, from maintenance clerk to CEO. However, most firms call the process of deciding how to fill executive jobs succession planning.
Like all good plans, personnel plans require some forecasts or estimates, in this case, of three things: personnel needs, the supply of inside candidates, and the likely supply of outside candidates.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

6. Forecasting Personnel Needs
Human Resources Management 12e Gary Dessler
Forecasting Personnel Needs
Trend analysis
Ratio analysis
Forecasting Tools
Scatter plotting
Trend analysis can provide an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs.
Ratio analysis provides forecasts based on the historical ratio between (1) some causal factor (like sales volume) and (2) the number of employees required (such as number of salespeople).
A scatter plot shows graphically how two variables—such as sales and your firm’s staffing levels—are related. If they are, and then if you can forecast the business activity (like sales), you should also be able to estimate your personnel needs.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

7. Human Resources Management 12e Gary Dessler
FIGURE 5–3 Determining the Relationship Between Hospital Size and Number of Nurses
Hospital Size (Number of Beds)
Number of Registered Nurses
200
240
300
260
400
470
500
600
620
700
660
800
820
900
860
Figure 5-3 shows hospital size on the horizontal axis. It shows number of nurses on the vertical axis. If these two factors are related, then the points will tend to fall along a straight line, as they do here. If you carefully draw in a line to minimize the distances between the line and each one of the plotted points, you will be able to estimate the number of nurses needed for each hospital size. Thus, for a 1,200-bed hospital, the human resource director would assume she needs about 1,210 nurses.
Note: After fitting the line, you can project how many employees are needed, given your projected volume.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

8. Using Computers to Forecast Personnel Requirements
Human Resources Management 12e Gary Dessler
Using Computers to Forecast Personnel Requirements
Computerized Forecasts
Software that estimates future staffing needs by:
Projecting sales, volume of production, and personnel required to maintain different volumes of output.
Forecasting staffing levels for direct labor, indirect staff, and exempt staff.
Creating metrics for direct labor hours and three sales projection scenarios—minimum, maximum, and probable.
Computerized forecasts enable the manager to build more variables into his or her personnel projections. Newer systems particularly rely on mathematically setting clear goals.
Whichever forecasting tool you use, managerial judgment should play a big role. It’s rare that any historical trend, ratio, or relationship will simply continue. You will therefore have to modify the forecast based on subjective factors—such as the feeling that more employees will be quitting—you believe will be important.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

9. Forecasting the Supply of Inside Candidates
Human Resources Management 12e Gary Dessler
Forecasting the Supply of Inside Candidates
Manual systems and replacement charts
Computerized skills inventories
Qualification Inventories
Knowing your staffing needs satisfies only half the staffing equation. Next, you have to estimate the likely supply of both inside and outside candidates. Most firms start with the inside candidates.
Department managers or owners of smaller firms often use manual devices to track employee qualifications. Thus a personnel inventory and development record form compiles qualifications information on each employee.
Computerized skills inventory data typically include items like work experience codes, product knowledge, the employee’s level of familiarity with the employer’s product lines or services, the person’s industry experience, and formal education.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

10. Human Resources Management 12e Gary Dessler
FIGURE 5–4 Management Replacement Chart Showing Development Needs of Potential Future Divisional Vice Presidents
Figure 5-4 is a personnel replacement chart for some of a firm’s top positions. It shows the present performance and promotability for each position’s potential replacement.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

11. Forecasting Outside Candidate Supply
Human Resources Management 12e Gary Dessler
Forecasting Outside Candidate Supply
Factors In Supply of Outside Candidates
General economic conditions
Regional attraction
Development of labor market
Household registration system
Consciousness of profession
If there won’t be enough inside candidates to fill the anticipated openings (or you want to go outside for another reason), you will turn to outside candidates.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall

12. Labor surplus

13. Labor shortage

15. The introduction about the company
Lenovo Group Limited is the world's first largest personal computer manufacturer with Hewlett-Packard and Dell of the U.S. and Acer of Taiwan.
In 2005, it purchased IBM's PC division.
Lenovo produces desktops, laptops, servers, handheld computers, imaging equipment, and mobile phone handsets.
Lenovo also provides information technology integration and support services, and its QDI unit offers contract manufacturing.

16. LOGO
Lenovo (from Legend) ,The Chinese name means "association" or "connected thinking" but can also imply creativity. The name was changed from Legend because it conflicted with other trademarks registered in the West

17. As the first Chinese enterprises ,Lenovo signed to be the International Olympic Committee ( IOC ) global partners, as the computing equipment designated suppliers from 2005 to 2008.

18. Company for the development of staff overall demand
CAGR
22,130
33%
17,925 8%
9,170
Worker*
27%
Growth situation analysis ：
Personnel quantity grow 2.33 times. The growth of absolute quantity is 12,612 people.
32%
8,475
13,194
100%=9,518
35%
6,434
37%
12,960
4,756
Office Clerk**
40%
9,450
39%
42%
6,760
4,762
Overall Growth % % %

19. The next three years personnel changes in proportion
CAGR：
4,762
12,960
40% 5% 5%
Senior cadres
40%
49%
32%
21%
26%
Technician
The ratio of the technician will be up to 26%，which is to be the key point of the recruitment.
15%
Market Oriented Staff
15%
28%
28%
After-sales service
31%
36%
Function support staff
Staff ratio
2010
Staff ratio
2013

20. The demand growth of the business group personnel next three years
4,762
CAGR：
12,960
32%
Consume IT
33%
24%
60%
37%
20%
104%
30%
1 Three new business personnel increase the highest ,namely IT service、Information operation、hand-hold IA.
2 There are great differences in the personnel demand among every business, especially the emerging business
Company IT
36%
41%
Information Operations 4% 2% 4% 5%
Hand-hold IA
23%
19%
Units/OEM
IT service 4%
personal ratios
personal ratios

21. The trend of the future change in each layer of management personnel
senior manager 33
〉33
194
586
Middle-manager
469
1,416
First-line Managers
2010
2013
The total number of cadres grows quickly ，from the 696 in 2010 surge to about 2,000 in 2013

22. HR Environmental Analysis
China's talent market conditions：
Position Senior managers Highly skilled Basic skilled Other skilled
Amount Scarcity Scarcity Fierce competition Balance
Source First-rate IT (foreign) Overseas/returned University/domestic IT wide range
Salary More than 300,000 /year 500,000-3,000,000/year , ,000/年
1、Senior management personnel and senior technical personnel are scarce, and other professional talents source seem relative enough.
2、There is a strong demand of the senior manager and senior technical personnel.
3、While the great demand for the executives，the tension of the supply and demand of high skilled worker will exist for a long time in the global scope.

23. what will the company do?
Question?
what will the company do?