暨南大学MBA之人力资源管理

HUMANRESOURCEPLANNING版权所有吴三清博士OBJECTIVESDiscusstheimportanceofHRplanning.ExplaintherelationshipbetweenstrategicHRMandHRplanning.ExaminesomekeyenvironmentalinfluencesonHRplanning.DiscussthebasicapproachestoHRplanning.DescribethewaysofforecastingHRrequirementsandavailability.DiscusstherequirementsforeffectiveHRplanning.Ifyoudon’twanttoplanforsuccess,whatrightdoyouhavetoworryaboutnon-success?Ifyou’renotplanningwhereyouwanttobe,whatreasonorexcusedoyouhaveforworryingaboutbeingnowhere?TOMHOPKINS,Americansalestrainer,motivatorandauthor.Plansgetyouintothingsbutyougottoworkyourwayout.WILLROGERS(1879-1935),Americanactor,performerandhumorist.IMPORTANCEOFHUMANRESOURCEPLANNINGThepurposeofHRplanningistoensurethatapredeterminednumberofpersonswiththecorrectskillsareavailableataspecifiedtimeinthefuture.HRplanningsystematicallyidentifieswhatmustbedonetoguaranteetheavailabilityofthehumanresourcesneededbyanorganisationtomeetitsstrategicbusinessobjectives.HRplanningcannotbeundertakeninisolation.Itmustbelinkedtotheorganisation’soverallbusinessstrategy.OrganisationstrategyandhumanresourceplanningOrganisationstrategyHRplanning•Determinenumberandtypesofjobstobefilled.•Matchhumanresourceavailabilitywithjobopenings.Retrenchmentstrategy•Downsizing•Businesssale•ShutdownGrowthstrategy•Internallygeneratedgrowth•Acquisitions,mergersorjointventuresStabilityStrategy•Maintainstatusquo(-)(0)(+)FEED-BACKSTRATEGICHUMANRESOURCEMANAGEMENTANDHUMANRESOURCEPLANNINGAspartofthestrategicplanningprocess,HRplanningmustconsidertheenvironmentalinfluencesonanorganisation,itsobjectives,culture,structureandHRM.HRplanningmustreflecttheenvironmentaltrendsandissuesthataffectanorganisation’smanagementofitshumanresources.Governmentregulationsrelatingtoconditionsofemployment,EEO,industrialrelationsandoccupationalhealthandsafety,forexample,mustbeintegratedwithanorganisation’sHRMstrategies.Otherexamplesincludedemographicchanges,thecasualisationoftheworkforce,employeeliteracy,skillshortages,acquisitions,mergersanddivestures,deregulation,flexibleworkschedules,telecommutingandoutsourcing.APPROACHESTOHUMANRESOURCEPLANNINGTHEQUANTITATIVEAPPROACHThequantitativeapproachseesemployeesasnumericalentitiesandgroupsthemaccordingtoage,sex,experience,skills,qualification,joblevel,pay,performanceratingorsomeothermeansofclassification.ThefocusisonforecastingHRshortages,surplusesandcareerblockages;itsaimistoreconcilethesupplyanddemandforhumanresourcesgiventheorganization’sobjectives.TrendProjectionTrendprojectionortimeseriesanalysispredictionsworkbyprojectingtrendsofthepastandpresentintothefuture.Thistechniqueisbasedontheassumptionthatthefuturewillbeacontinuationofthepast.HRplanningDeterminenumberandtypeofjobstobefilled.Matchhumanresourceavailabilitywithjobopenings.HumanresourcedemandHumanresourcesupplyHumanresourcerequirements:numbersskillsqualificationsoccupationperformanceexperiencecareergoalsHumanresourceinventory:numbersskillsqualificationsoccupationperformanceexperiencecareergoalsVariancesNilNoactionIfsurplusStoprecruitingReducecasualandpart-timeemploymentStartearlyretirementsStartretirementsStartretrenchingReduceworkinghoursIfshortageIncreaseovertimeIncreasecasualandpart-timeemploymentPostponeretirementsStartrecruitingAcceleratetraininganddevelopmentUseoutsourcingEconometricModellingEconometricmodellingandmultiplepredictivetechniquesinvolvebuildingcomplexcomputermodelstosimulatefutureeventsbasedonprobabilitiesandmultipleassumptions.THEQUALITATIVEAPPROACHThequalitativeapproachtoHRplanningusesexpertopinion(usuallyalinemanager)topredictthefuture(forexample,themarketingmanagerwillbeaskedtoestimatethefuturepersonnelrequirementsforthemarketingdepartment).ThefocusisonevaluationsofemployeeperformanceandcapacityforpromotionaswellasmanagementandcareerdevelopmentDelphiTechniqueArefinementonthisbasicapproachistheDelphitechnique:apanelofexpertssuchaskeylinemanagersmakeindependentanonymouspredictionsinanswertoquestionsrelatingtoHRplanning.TheresponsesareanalysedbytheHRdepartmentandtheconfidentialresultsarefedbacktotheexpertsalongwithanotherseriesofquestions.Themanagersrevisetheiroriginalestimatesinlightofthisnewinformation.Thisprocessisrepeateduntilaconsensusforecastisobtained.FORECASTINGHUMANRESOURCEAVAILABILITYOncetheHRmanagerhasestimatedtheHRneedsoftheorganisation,thenextchallengeistofilltheprojectedvacancies.Presentemployeeswhocanbepromoted,transferred,demotedordevelopedmakeuptheinternalsupply.Constraintsmayapplyontheuseofbothinternalandexternallaboursupplies(forexample,a‘promotionfromwithin’policy,unionrestrictions,managementpreferenceandgovernmentregulations).FORECASTINGTHESUPPLYOFINTERNALHUMANRESOURCESTurnoveranalysisAdetailedanalysisofwhypeopleleavetheorganisationisessentialifmeaningfulinformationistobeobtained.Labourturnoverratesfrompastyearsarethebestsourceofthisinformationformostorganisation.Turnoverforeachjobclassificationanddepartmentshouldalsobecalculatedbecauseturnovercanvarydramaticallyamongvariousworkfunctionsandde