人力資源管理3(雙語)(ppt)課件

1、Chapter 3Planning for Human ResourcesLearning ObjectivesUnderstand how human resource planning contributes to a firms competitive advantage.Identify the advantages of integrating human resources planning and strategic planning.Explain why and how human resource planning activities are conducted.Desc

2、ribe how HRM practices are developed in response to an HR planHR PlanningJob AnalysisRecruitmentSelectionWorkplace JusticeUnionsSafety & HealthInternationalCompetenceMotivationWork AttitudesOutputRetentionLegal ComplianceCompany ImageCostLeadershipProductDifferentiationTraining/Develop.Performance A

3、pp.CompensationProductivity Imp.HRM and Competitive AdvantageOpening Case: Gaining Competitive Advantage at General MotorsProblem: Time spent completing HR transactions hurts employee and HR productivitySolution: Developing an employee services center websiteThe website has saved GM time and money b

4、y:Costing less than a nickel a minuteFreeing employees time, improving speed and quality of their workImproving the productivity of the HR DepartmentHuman Resource Planning“process of identifying and responding toorganizational needs andcharting new policies, systems, and programsthat will assure ef

5、fective human resource management under changing conditions”The Definition of HRP HRP is the process through which organizational goals, as defined in business plans and mission statements, are translated into staffing-level objectives and integrated personnel programs and policies. It is concerned

6、with the flow of people into, through, and out of an organization. It involves forecasting the need for labor and the supply of labor, then planning the programs necessary to assure that the organization has the right mix of employees and skills when and where they are needed.Employee Flows in an Or

7、ganizationExternal RecruitsRecallsQuitsRetirementsDeathsLayoffspromotionsdemotionsinternal transfersHuman Resource Planninggetting the right people at the right placeat the right timeFive Major Objectives of HRPLinking HR Planning Practices to Competitive AdvantageEffective HR PlanningEmployee Movem

8、entsInto, Within, and Out Of Organization Are Smooth/Less DisruptiveSound HRMDecision MakingTransition Costs AreMinimizedSelect High-Quality ApplicantsRetain High-PerformingEmployeesLowerCostsIncreasedEmployeeCompetenceCompetitiveAdvantageStrategic PlanningThrough the strategic planning process, org

9、anizations determine where they are going. The process typically consists of the following activities:Determine the organizational mission. Scan the organizational environment.Set strategic goals.Formulate a strategic plan, part of which addresses human resource needs.Strategic PlanningStep 1: Deter

10、mine the organizational missionMission statementA declaration of the organizations overall purposeDefines the basic business scope and operations that distinguish the organization from others of a similar natureAnswers the questions: “Why does our organization exist?” “What unique contributions can

11、it make?Strategic PlanningStep 2: Scan the organizational environmentThe firms external and internal environments must be scanned to identify threats and opportunities.External environmentChallenges posed by political, legal, economic, social, and technological issuesPlanners must also scan their in

12、dustry environment.Internal environmentAssess the firms strengths and weaknesses in order to form strategic goals that take advantage of strengthsThe task of gathering information for strategy formulation rests with all managers and employees.Strategic PlanningStep 3: Set strategic goalsSpecify the

13、desired outcomes that must be reached if the firm is to accomplish its mission Strategic goals should be:Specific ChallengingMeasurable Strategic PlanningStep 4: Formulate a strategic planSpecifies the courses of action a firm must take in order to meet its strategic goals Formulated by:Translating

14、organizational goals into more narrow functional or departmental goals Devising strategies for meeting these goals HRP and Strategic PlanningStrategic Analysis What human resources are needed and what are available?Strategic FormulationWhat is required and necessary in support of human resources?Str

15、ategic ImplementationHow will the human resources be allocated?Human Resources PlanningStrategicPlanningClarify performance expectations and future management methods: values, guiding principles business mission objectives and priorities resource allocationsIdentify people-relatedbusiness issuesDefi

16、ne HR strategies,objectives, and action plansImplement HRprocesses, policies and practicesImplement processes toachieve desired results: business goals company strengths/weaknesses external opportunities/threats source of competitive advantageEstablish the context: business goals company strengths/w

17、eaknesses external opportunities/threats source of competitive advantageStrategic AnalysisStrategyFormulationStrategy ImplementationHuman Resource PlanningIntegrating HRP and Strategic PlanningAdapted from: James W. Walker, “Integrating the Human Resource Function with the Business,” Human Resource

18、Planning 14, no. 2 (1996): 5977. Reprinted with permission.Human Resource Planning Model. Collect InformationA. From the External Environment 1.Economy-General and Specific Industry 2. Technology 3. Competition 4. Labor Markets 5. Demographic and Social Trends 6. Government RegulationsHuman Resource

19、 Planning Model. Collect InformationB. From Inside the Organization 1. Strategy 2. Business Plans 3. Current Human Resources 4. Rates of Turnover and MobilityHuman Resource Planning Model.Forecast Demand for Human ResourcesA. Short-and Long-TermB. Aggregate or Individual Positions. Forecast Supply o

20、f Human ResourcesA. Internal SupplyB. External SupplyHuman Resource Planning Model. Plan and Conduct Needed Programs A. Increase or Reduce Work Force Size B. Change Skill Mix C. Develop Managerial Succession Plans D. Develop Career Plans. Feedback on the Planning Process A. Were the Forecasts Accura

21、te? B. Did the Programs Meet the Needs?Forecasting Demand for EmployeesDefinitionMethodsDefinitionDemand forecasting: A process used in HRP that entails predicting the number and types of people the organization will need at some future point time.MethodsQuantitative Methods /Managerial judgement /J

22、udgmental methodsQualitative Methods /Statistical approachesStatistical Approaches to Demand ForecastingTrend analysisRatio analysisRegression analysisWhen Are Statistical Approaches to Demand Forecasting Appropriate?Stable environmentBusiness factor can be predicted with some accuracyThe relationsh

23、ip between workforce size and business factor remains constant over timeJudgmental Methods of Demand ForecastingGroup brainstormingSales force estimatesDelphi MethodSupply ForecastingDefinitionMethodsDefinitionSupply forecasting:A process used to estimate which organizational positions will be fille

24、d at some future point in time.Supply AnalysisMarkov AnalysisSkills InventoriesReplacement ChartsStaffing TablesSuccession PlanningTools of Internal Supply AnalysisAn Executive Replacement ChartManagement Replacement Chart Showing Development Needs of Future Divisional Vice PresidentMarkov analysis（

25、馬可夫分析法）Method for tracking the pattern of employee movements through various jobs.Hypothetical Markov Analysis for a Retail CompanyForecasting Labor SupplyBeginning Inventory125- Quits 5- Retirements 2- Demotions Out 1Total 117+ Transfers In 3+ Promotions In 2Forecasted Internal Supply122Forecasting

26、 Supply of Employees: External Labor SupplyFactors Influencing the External Labor Supply:Demographic changes in the populationNational and regional economicsEducation level of the workforceDemand for specific employee skillsPopulation mobilityGovernmental policiesIf a shortage of employee is expectedRe-engineer to reduce needsAttempt to reduce turnoverWork present staff overtimePostpone retirementRehire retired employees part-timeRecruit new full-time employeesSubcontract work to another firmHire temporary employeesIf a