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Chapter 5: Human Resources Planning

Human Resources Planning | 5-1

Copyright 2014 Pearson Canada Inc. All rights reserved.

Dessler, Chhinzer, Cole


Human Resources
Management in Canada
Canadian Twelfth Edition

Learning Outcomes

DESCRIBE four quantitative and two qualitative


techniques used to forecast human resources
demand.
DISCUSS briefly the four stages used to forecast
internal human resources supply and three types of
market conditions assessed when forecasting
external human resources supply.
Human Resources Planning | 5-2

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DEFINE human resources planning (HRP) and


DISCUSS its strategic importance.

Learning Outcomes

EXPLAIN how organizations deal with a


shortage of human resources.

Human Resources Planning | 5-3

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DESCRIBE the ways in which a surplus of


human resources can be handled.

Human Resources Planning


(HRP)

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The process of forecasting future human resources


requirements to ensure that the organization will
have the required number of employees with the
necessary skills to meet its strategic objectives.

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Strategic Importance of HRP


meet strategic goals and objectives
achieve economies in hiring new workers
make major market labour demands
successfully
anticipate and avoid shortages and
surpluses of human resources
control or reduce labour costs

Human Resources Planning | 5-5

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Helps organization:

Market Labour Shortages

continue
d
Human Resources Planning | 5-6

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reserved.

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Market Labour Shortages

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reserved.

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Human Resources Planning | 5-7

Steps in the HRP Process

Step 2: Forecasting Future HR Needs (Demand)

Step 1: Forecasting the Availability of Candidates (Supply)

Human Resources Planning | 5-8

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reserved.

Step 3: Planning and Implementing HR Programs to


Balance Supply and Demand

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reserved.

Human Resources
Planning Model

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Environmental Scanning
economic conditions
market and competitive trends
new or revised laws relating to HR
social concerns (health care, childcare, educational
priorities)
technological changes
demographic trends

Human Resources Planning | 5-10

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External environmental factors monitored include:

skills inventories and management


inventories
replacement charts and replacement
summaries
succession planning
Markov Analysis

Human Resources Planning | 5-11

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Forecasting Supply of Internal


Candidates

Skills Inventories
Management Inventories
summary of current employees education,
experience, interests, and skills
used to identify eligibility for
transfer/promotion
Management inventories

summary of management employees


qualifications, skills, interests, managerial
responsibilities
used to identify eligibility for
transfer/promotion
Human Resources Planning | 5-12

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Skills inventories

Replacement Charts
Replacement Summaries
depiction of who will replace whom in the
event of a job opening
internal candidates age, present
performance rating, and promotability
status are listed
Replacement summaries

lists of likely replacements for each position


indicates relative strengths/weaknesses,
current position, performance,
promotability, age, and experience
Human Resources Planning | 5-13

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Replacement charts

Sample Management
Replacement Chart

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reserved.

Click icon to add picture

Human Resources Planning | 5-14

Succession Planning

analysis of demand for managers and professionals


audit and projection of likely future supply
planning individual career paths, career counseling
accelerated promotions
planned strategic recruitment

Human Resources Planning | 5-15

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ensuring supply of successors for key jobs


so that careers can be effectively planned
and managed
includes:

a method of forecasting internal labour


supply that involves tracking the pattern of
employee movements through various jobs
and developing a transitional probability
matrix

Human Resources Planning | 5-16

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Markov Analysis

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reserved.

Markov Analysis

Human Resources Planning | 5-17

Forecasting Supply of
External Candidates
general economic conditions
interest rates, wage rates, inflation,
unemployment rates
labour market conditions
demographics: education levels, age,
gender, marital status
occupational market conditions
relevant occupations (as applicable): e.g.
engineers, skilled labour, accountants, etc.
Human Resources Planning | 5-18

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Market conditions assessed:

Forecasting HR Needs (Demand)


Quantitative Approaches

Ratio analysis
ratio of business activity and number of employees
needed, e.g. sales revenue per salesperson
Scatter plot
used to determine whether two factors (business
activity and staffing levels) are related
Regression analysis
examines the statistical relationship between
business activity and employees
Human Resources Planning | 5-19

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Trend analysis
predict future needs based on past employment
levels

Nominal group technique


involves a group of experts meeting face to face
steps include independent idea generation,
clarification and open discussion, and private
assessment
Delphi technique
judgmental forecasting method involving outside
experts as well as organizational employees
ideas are exchanged without face-to-face interaction
and feedback is used to fine-tune until consensus is
reached
Human Resources Planning | 5-20

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Forecasting HR Needs (Demand)


Qualitative Approaches

Summarizing Human Resources


Requirements
a pictorial representation of all jobs
within the organization, along with the
number of current incumbents and future
employment requirements (monthly or
yearly) for each

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Staffing table

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reserved.

Staffing Table

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Balancing Supply and Demand


Labour surplus

Labour shortage

the internal supply of human resources


cannot meet the organizations needs

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the internal supply of employees exceeds


the organizations forecasted demand

hiring freeze/attrition
early retirement buyout programs
job sharing
work sharing
reduced workweek
layoff
termination
leave of absence
Human Resources Planning | 5-24

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Responding to a Labour Surplus

Responding to a Labour Surplus


survivor syndrome
supplemental unemployment benefits
severance package
pay
benefits
golden parachute
outplacement assistance

Human Resources Planning | 5-25

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Considerations:

Responding to a Labour Shortage


transfer
promotion
employee retention
External solutions:

recruiting

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Internal solutions:

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