1. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning PART 2 Finding & placing qualified employees

2. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning CHAPTER 4: Strategic HR planning and research CHAPTER 5: Job design and job analysis CHAPTER 6: Employee recruitment & selection CHAPTER 7: Employee orientation, motivation & retention CHAPTER 8: Internal staffing & career management issues The environment for HR Finding & placing qualified employees Assessing & developing qualified employees Labour relations Emerging HR practices 2

3. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning CHAPTER 4 Strategic HR planning and research

4. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Chapter outcomes Define strategic human resource planning (SHRP) Understand the importance of SHRP to the organisation Identify the steps in the SHRP process Identify the methods by which an organisation can develop forecasts of anticipated personnel (supply and demand) List several common pitfalls in SHRP Recognise the importance of the HR research function and cite the individuals and institutions that conduct HR research

5. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Chapter outcomes (continued) Provide an overview of the major HR research methods Describe in detail the employee survey process - by far the most common form of HR research Recognise the importance of conducting - whenever possible - a cost-benefit analysis of HR activities

6. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Definitions Human Resource Planning Strategic HR planning

7. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Types of HR planning Input linkages Decision inclusion linkages Review and reaction linkages

8. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Planning horizon Strategy-linked HRP Who is responsible for SHRP?

9. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Why is SHRP so important? Elements of SHRP Steps in the SHRP process Succession planning Common pitfalls in SHRP

10. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning HR research Types of research The researchers HR research publications

11. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Research techniques Surveys Exit interviews Historical study Controlled experiments

12. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning HRIS Cost-benefit analysis

13. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Summary SHRP is the process of getting the right number of qualified people into the right job at the right time. To be effective, the SHR plan must be derived from the long-range plans of the organisation. Strategy-linked HRP is based on a close working relationship between HR staff and line managers. Various methods for forecasting HR needs exist. Sound HR research can significantly strengthen an organisation’s HR programmes. Some specific uses of research include measurement and evaluation of current personnel policies, programmes and activities, and appraisal of proposed policies, programmes and activities. Research is generally classified as basic or applied. Most HR research is applied research to solve a particular problem or evaluate a proposed HR programme or activity.

14. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Summary HR research is conducted by a variety of individuals and public and private organisations, including government departments, private organisations, personnel associations, universities and individual business firms. In a business firm, HR research is usually conducted by a member of the personnel staff. Results are available in a number of journals and other publications. Techniques that are frequently used in HR research include surveys, specific-use questionnaires, interviews and historical studies. The controlled experiment has only limited use because of the difficulties in applying this technique in an organisational setting. The primary uses of surveys, questionnaires and interviews are to gather employees’ feelings and perceptions about areas of job satisfaction and dissatisfaction and to evaluate present and proposed HR programmes and policies. An important requirement for HR research is a valid HRIS. Without relevant information, it will not only be difficult to carry out meaningful research but the HR staff’s day-to-day effectiveness will also be limited.

15. For use with Human Resource Management in South Africa 4e by Grobler, Wärnich et al ISBN: 1408019515 © 2010 Cengage Learning Summary Whenever possible, HR professionals should analyse HR problems and evaluate their programmes using a cost-benefit analysis. Although HR professionals and line managers must confront a wide array of people problems, a small, hard-core group of problems seem to permeate many organisations and consume an inordinate amount of the time of line and staff decision- makers. These problems typically include absenteeism, turnover, job dissatisfaction and unfairness. For problems such as these, decision-makers must, through the use of HR research, systematically analyse the extent of the problem in their organisations, determine where the problems exist and develop strategies to overcome them.