Part 2

Support Activities
Chapter 3:
Planning

McGraw-Hill
Education Copyright © 2015 by McGraw-Hill Education, All Rights Reserved.
 Staffing Organizations Model
Organization
Mission
Goals and Objectives

Organization Strategy HR and Staffing Strategy

Staffing Policies and Programs

Support Activities Core Staffing Activities
Legal compliance Recruitment: External, internal
Selection:
Planning Measurement, external, internal
Employment:
Job analysis Decision making, final match
Staffing System and Retention Management
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Learning Objectives for This Chapter

 Recognize external influences that will shape the planning

process
 Understand how strategic plans integrate with staffing plans
 Become familiar with statistical and judgmental techniques
for forecasting HR requirements and availabilities
 Know the similarities and differences between replacement
and succession planning
 Understand the advantages and disadvantages of core
workforce, flexible workforce, and outsourcing strategies for
different groups of employees
 Learn how to incorporate diversity into the planning process
 Recognize the fundamental components of an affirmative
action plan

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Discussion Questions for This Chapter

 What are ways that the organization can ensure that KSAO
deficiencies do not occur in its workforce?
 What are the types of experiences, especially staffing-related
ones, that an organization will be likely to have if it does not
engage in HR and staffing planning?
 Why are decisions about job categories and levels so critical to
the conduct and results of HRP?
 What are the advantages and disadvantages of doing succession
planning for all levels of management, instead of just top
management?
 What is meant by reconciliation, and why can it be useful as an
input to staffing planning?
 What criteria would you suggest using for assessing the staffing
alternatives shown in Exhibit 3.14?
 What problems might an organization encounter in creating an
AAP that it might not encounter in regular staffing planning?

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HRP

 Is the process of forecasting the

organization’s future employment needs
and then developing action plans and
programs for fulfilling these needs in
ways that align with the staffing strategy.

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Ex. 3.5: The Basic Elements
of Human Resource Planning

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Ex. 3.6: The Basic Elements
of Human Resource Planning

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Ex. 3.1: Examples of External Influences on HRP

 Economic Conditions
 Inflation, interest rate, currency exchange
rates, Government policies, etc.

 Labor/ Employee Unions

 Bargaining of Labor/Employee Union and
Management

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Ex. 3.1: Examples of External Influences on Staffing

 Labor markets
 Labor demand
 Labor supply
 Labor shortages and surpluses
 Employment arrangements

 Technology
 Elimination of jobs
 Creation of jobs
 Changes in skill requirements

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Discussion Questions
 What are ways that the organization can
ensure that KSAO deficiencies do not occur in
its workforce?
 What are the types of experiences, especially
staffing-related ones, that an organization will
be likely to have if it does not engage in HR
and staffing planning?
 Why are decisions about job categories and
levels so critical to the conduct and results of
HRP?

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Carrying Out HRP: Initial Decisions

 Strategic planning
 Linkages with larger organizational mission
 Planning time frame
 Job categories and levels
 What jobs will be covered by a plan?
 Head count (current workforce)
 Roles and responsibilities

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HRP: Forecasting HR Requirements

 Statistical techniques
 Statistical Techniques to Forecast HR
Requirements-Ratio, Regression, Trend
Analysis

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HRP: Forecasting HR Availabilities

 Approach
 Determine head count data for current
workforce and their availability in each job
category/level
 Statistical techniques
 Markov analysis
 Limitations of Markov analysis

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Ex. 3.9 Use of Markov Analysis to
Forecast Availabilities

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Exhibit 3.10 Replacement Chart

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Exhibit 3.11 Succession Plan

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Human Resource Planning
 Reconciliation and  Action Planning
Gaps
 Coming to grips
with projected gaps
 Likely reasons for
gaps
 Assessing future
implications
 Set objectives
 Generate
alternative activities
 Assess alternative
activities
 Choose alternative
activities
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Ex. 3.12: Operational Format for
Human Resource Planning

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Discussion Questions

 What are the advantages and

disadvantages of doing succession
planning for all levels of management,
instead of just top management?
 What is meant by reconciliation, and why
can it be useful as an input to staffing
planning?

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Staffing Planning Process

 Staffing objectives
 Quantitative objectives
 Qualitative objectives

 Generate alternative staffing activities

 Staffing alternatives to deal with employee
shortages and surpluses

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Ex. 3.14 Staffing Alternatives to Deal With
Employee Shortages

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Ex. 3.14 Staffing Alternatives to Deal With
Employee Surpluses

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Discussion Questions

 What criteria would you suggest using

for assessing the staffing alternatives
shown in Exhibit 3.14?

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Staffing Planning: Flexible
Workforce
 Advantages
 Disadvantages
 Two categories
 Temporary employees
 Independent contractors

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Exhibit 3.15: Factors to Consider When
Choosing a Staffing Firm

 Agency and its reputation

 Types of workers
 Planning and lead time
 Services: recruiting, selection, training,
wages and benefits, supervision
 Worker effectiveness
 Cost

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Staffing Planning: Outsourcing

 Advantages
 Disadvantages
 Special issues
 Employer concerns regarding working
conditions
 Loss of control over quality

 Offshoring

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Diversity Planning
 The American workforce is highly diverse
 Women make up ½ the labor force
 Immigration
 Civil Rights Legislation
 Age
 Business case for diversity strategies
 Expanded talent pools
 Better understand diverse customer base
 Enhance creativity of teams
 Reduce turnover

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Exhibit 3.16: Making the Business
Case for Diversity
 Legal and policy compliance
 Avoid lawsuits, operational disturbances,
and negative press
 Staffing levels
 Broader base of candidates, diverse
KSAOs, flexibility, and retention
 Employee attitudes and behavior
 Engagement, justice, and cooperation
 Product/service market
 Increased insight into diverse customers,
sensitivity, and community relationships

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Diversity Planning
 Planning for diversity
 Recruiting activities
 Selecting schools and colleges to recruit from
 Show commitment to diversity in recruiting
efforts
 Selection activities
 Eliminate requirements not related to job
performance
 Include objective standards for judging
candidate qualifications

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Legal Issues
 Affirmative Action Plans (AAPs)
 Guidelines for AAPs
 Purpose is remedying past discrimination.
 Definite underutilization of women and/or minorities
 Should not penalize majority group members
 Should be eliminated once goals have been
achieved
 All candidates should be qualified
 Include organizational enforcement mechanisms
 EEO and temporary workers

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Ex. 3.18 Comparing Incumbency to
Availability

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Discussion Questions

 What problems might an organization

encounter in creating an AAP that it
might not encounter in regular staffing
planning?

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Ethical Issues

 Issue 1
 Does an organization have any ethical
responsibility to share with all of its employees the
results of its forecasting of HR requirements and
availabilities? Does it have any ethical responsibility
not to do this?
 Issue 2
 Identify examples of ethical dilemmas an
organization might confront when developing an
affirmative action plan (AAP).

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