1. Applied Psychology in Human Resource Management seventh edition Cascio & Aguinis
PowerPoint Slides developed by
Ms. Elizabeth Freeman
University of South Carolina Upstate
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2. Chapter 10 Strategic Workforce Planning
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3. What is Strategic Workforce Planning?
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4. Strategic Workforce Planning (WP). Assessment of current. employees
Strategic Workforce Planning (WP) Assessment of current employees Plan to find new employees Development of all employees Part of organizational goals
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5. Why do we need workforce planning?
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6. To operate organization efficiently To operate organization profitably To follow EEO requirements To improve diversity management To increase cultural assimilation
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7. Workforce Plans may include: Talent inventories – existing employees Workforce forecasts - future HR needs Action Plans - reach the HR needs Control & Evaluation – manage & adjust to organizational changes
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8. Levels of Planning. Strategic. long range in scope
Levels of Planning Strategic long range in scope heavy resource commitment repetitive rather than fixed Operational day-to-day plan receptive but resistant Tactical may be forced by outside changes may be result of strategic changes
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9. Workforce plans follow business plans and may be:. Strategic
Workforce plans follow business plans and may be: Strategic long range in scope resource commitments repetitive rather than fixed Operational day-to-day plan receptive but resistant Tactical may be forced by outside changes may be result of strategic change
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10. What about the business plans?
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11. Business Plans (Strategic & Workforce) Strategies are competition plans Plans are ways to manage the future Plans lead to: More successful outcomes Greater sense of control Clarified organizational objectives Improved organizational management
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12. What is the planning process?
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13. Conventional Strategic Planning Process Define company philosophy Formulate statements of identity, purpose, and objectives Evaluate strengths and weaknesses Determine organizational design Develop strategies to achieve objectives Devise implementation programs
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14. Alternative Strategic Planning Process Values-Based Define basic, fundamental values of the company. Identify management practices/policies that support these values. Determine what company does better than competition. Arrange delivery products or services. Manage the organizational values.
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15. Benefits & Payoffs of Strategic Planning Process Focus on & plan for growth Changes emphasis from cost cutting Cost or Risk of Strategic Planning Process May lock organization into limited vision To reduce this risk, make the process more democratic and flexible
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16. How does HR Strategy, the workforce plan, fit in with the Business Strategy?
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17. The workforce plan. Focuses on the “people” impacts of
The workforce plan Focuses on the “people” impacts of any major changes Must maintain day-to-day operations Must be prepared for future operations
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18. The workforce plan strives: to give employees capability opportunity motivation to improve organization
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19. The workforce plan supports: high performance practices
The workforce plan supports: high performance practices responsibility pushed down give line managers HR responsibility become a learning organization decentralize decision making link performance to financial reward
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20. TALENT INVENTORIES
Definition: organized database of skills, abilities, career interests, & experience current workforce
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21. Provide answers to questions Who to include
TALENT INVENTORIES
Provide answers to questions
Who to include
What information per person
How to collect the information
How to record & store information
How & to whom to report information
How often to update
What are security/privacy issues
Will information be part of overall HRIS
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22. TALENT INVENTORY CONTENTS
Current position
Previous position(s)
Other significant work experience
Education, continuing education
Languages & international experience
Training & Development programs
Community or industry leadership
Current & past performance appraisals
Disciplinary actions
Awards received
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23. Talent Inventories must work within context of supply & demand
What the organization has or can develop
Where Human Resources need to be added
&/or replaced
What is availability of external workforce
What other pressures does the talent face (consumer behaviors, technologies, general economy)
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24. External Workforce Supply Information
Bureau of Labor Statistics
National Science Foundation
Department of Education
Public Health Service
U. S. Employment Service
Local Chambers of Commerce
Area Universities, Colleges, Technical Schools
Major employers in a given region
Professional organizations
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25. Internal Workforce Supply Information
Talent Inventory
Department / Division Managers
Past HR turnover records
Industry growth projections
Hiring needs discussions with education institutions
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26. Internal Workforce Supply Information
Management Succession Planning
pervasive, accepted,
indicates strong management
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27. Internal Workforce Supply Information
GE & IBM procedures used as models
Goal - management ready as needed
Line supervision maintains
HR administers w/in organization
Committees review candidates
Candidates ranked by committee
Career paths directed and encouraged by the committee
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28. Chief Executive Officer Succession not as common, definitely important
Workforce Supply - CEO
Chief Executive Officer Succession
not as common, definitely important
Promote from within, bring in outside talent
Follow industry standards for selection or organization’s preferences
Repercussions if outsider brought in
Repercussions if promote from within
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29. Workforce Demands
Understanding will improve with experience, experimentation, & plan adjustments.
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30. Workforce demands analysis considers:
1. Identifying critical business factor
2. Knowing history of factors relative to existing employees
3. Computing productivity ratios
4. Determining trends
5. Adjusting trends historically and futuristically
6. Projecting trends’ impacts on target hiring time frames
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31. Critical Business Factors Comments
Workforce Demands
Critical Business Factors Comments
Determine correct predictor for each business
Each predictor serves plans, changes
Organization staffing methods may be unique to the organization
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32. Control and Evaluation
Monitoring Performance
Short-term objectives & evaluations provide changes to
Mid-term objectives & evaluations which provide data to
Long-term objectives & evaluations which determine the…
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33. Control and Evaluation
Evaluation criteria/costs:
Turnover, recruiting, salary, salary-to-profit ratio, benefits
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34. Control and Evaluation
Time Horizons
WPs vary per the length of planning period
Shorter plans more detailed than longer plans
Rules for planning period lengths:
Provide adequate time to adjustment
Relate WPs to other organizational plans
Various HR WPs needed to support each BP
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35. Responsibility for Workforce Planning
Every line manager should participate
Every staff manager
All business plan participants should review and participate as needed
Every level of participant in the organization should participate
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36. Responsibility for Workforce Planning
HR roles
to assist line management to plan
to facilitate this management through all levels of the organization
to act as information channel between line & executive management and with general employee base
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37. Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Printed in the United States of America.
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall
Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall