08 Personnell Planning Flashcards
Strategic Human Resource Management - Two parts
Strategic Planning - making decisions about orgas long-term goals and strategies
HR Management - pattern of HR deployments and activities that enable orgas to achieve strategic goals
Organization - Mission and Values
Identify purpose/ scope of organization
Establish beliefs and principles
HR - Mission and Values
Capture business philosophy
Establish cultural foundation
Organization - SWOT analysis
assess opportunities and threats in the market (OT: external)
assess strenghts and weaknesses (SW: internal)
HR - SWOT analysis
gauge demographic trends and labor market
analyse workforce´s culture, competency and composition
Organization - Strategy Formulation
develop corporate business and functional strategies
Organization - Strategy Implementation
Design Structures and systems
allocate resources
HR Strategy Formulation
Ensure fit between strategy and workforce
Inputs/constraints for planning process:
-Qualifications of current staff
-Training/ recruiting needs
-Labor market/law restricitons
HR Strategy Implementation
Reconcile supply and demand via hiring, downsizing
Staffing, training etc. to motivate employees for strategy / change
Workforce planning (Qualitative,
quantitative)
Forecasting
Change management
HRs role in Establishing Mission, Vision and Values
it´s the sounding board for top-management
it ensures employee perspectives
HRs role in Reinforcing Mission, Vision and Values
Frequent formal and informal communication, e.g, staff meetings, email, newsletters and onboarding procedures
recruiting employees whose values are consistent with the organization
translating the mission, vision and values into specific on-the-job behaviours and recognizing and rewarding employees accordingly
HR lense on SWOT analysis
Internal - core capabilities
types of talent and their composition in the workforce
coroporate culture
talent attractiveness
External - labor market trends (qualitatvíve and quantitative)
demographic / social trends
competitive environment
legal developments
technology
SWOT
Strenghts (Helpful, Internal)
Weaknesses (Harmful, Internal)
Opportunities (Helpful, External)
Threats (Harmful, External)
Competitive Advantage - In order to create a competitive advantage a firm´s resources must be…
Valuable
Rare
Difficult to imitate
Organized
Competitive Advantage - Valuable
People need to be able to use their skills to improve efficiency or effectiveness
Competitive Advantage - Rare
The employees knowlegde, skills and abilities are not equally available to competitors
Competitive Advantage - Difficult to imitate
The capabilities and contributions of the firms employees cannot be copied by others
Competitive Advantage - Organized
Employees talents can be combined and deployed when appropriate
Q: Are the employees of Liverpool FC a source for competitive advantage?
They are Rare, not necessarily valuable
No one is replacable as person, but there might be someone who makes it as good as them - but can you easily replace a certain skill?
very organized
Workforce Planning - Definition
Balance of labor demand and supply
All other functional HR activities are Derived from WFP
Anticipates changes in HR requirements
Aviods overstaffing and Understaffing
Workforce Planning - Demand and Supply
Demand: How many people of which qualifications do we need?
Supply: Where are they coming from?
Existing Staff
or Labor market
Q: What kind of employees are needed to run a call center?
call centre manager, call centre agent
HR manager (depending on number of employees)
Quality analyst
Trainer for employees
Line organizaton
Q: How many Call center Agents are needed to handle an expected call volume of ~ 1 million calls/year?
Days total: 365
-104 days of weekend
- around 11 public holidays
=250 working days
BUT
sickness rate of ~3-8%, around 12 days
PTO (paid time of) /vacation - in germany minimum 20 days ~28
Other: Trainings, meetings, onboarding, maternity leaves (10 + 5 + 5)
=200
” If you need 4 people to do the job, you hire 5, because one is always absent!”
Capacity /FTE
2008h/day60 min = 96.000min/ FTE
5 mio minutes of calls (5 minutes each)
5mio./ 96000 = around 52,1
good utilisation for employee - 80% (not working full hours, lunch break, toilez, cigarette breaks)
52,1/0.8= 65!!!
What is FTE?
Full-Time-Equivalent
Why is not every employee working full hours?
Lunch breaks
Toilet breaks
Cigarette breaks
not 100% efficiencies, making pauses in general or being lazy
some phases where there are no calls (e.g. call center)
good utilisation for employee: 80%
Why does an employee not work 365 days?
104 weekends days
public holidays, 11
sickness
PTO
Trainings, meetings
meternity leaves
breaks, not 100% efficiency
What is PTO?
Paid Time Off / Vacation
Quantitative Personnel
Planning requires a definition of “worker unit”
Headcount
Full-time-equivalents
Headcounts - Definition
every employee counts as one headcount
mostly used for statistical purposes
and per-capita-benefits/ resourcing
Full-Time-Equivalents
Part-time workers are counted according to their share of a full-time-workload (typically per week)
mostly used for capacity planning
Linking Strategic Planning and HR - LINE
Misson, Values -> SWOT analysis -> strategy fromulation -> strategy implementation -> evaluation -> back again
HR lense on
S
W
O
T
analysis
What are the core capabilities?
What types of talent and their composition in the workforce?
Corporate culture
Talent attractiveness
What are the labor market trends? - qualitative and quantitative
What are the demographic social / trends?
competitive environment
legal developments
technology
In order to create a competitive advantage a firms resources must be…
1.
2.
3.
4.
Rare
Valuable
Difficult to imitate
organized
What is Workforce Planning?
Balances labor demand and supply
All other functional HR activivites are derived from WFP
Anticipates changes in HR requirements
Aviods over AND understaffing
