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Human Resources > 08 Personnell Planning > Flashcards

08 Personnell Planning Flashcards

1
Q

Strategic Human Resource Management - Two parts

A

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

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2
Q

Organization - Mission and Values

A

Identify purpose/ scope of organization
Establish beliefs and principles

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3
Q

HR - Mission and Values

A

Capture business philosophy
Establish cultural foundation

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4
Q

Organization - SWOT analysis

A

assess opportunities and threats in the market (OT: external)
assess strenghts and weaknesses (SW: internal)

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5
Q

HR - SWOT analysis

A

gauge demographic trends and labor market

analyse workforce´s culture, competency and composition

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6
Q

Organization - Strategy Formulation

A

develop corporate business and functional strategies

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7
Q

Organization - Strategy Implementation

A

Design Structures and systems
allocate resources

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8
Q

HR Strategy Formulation

A

Ensure fit between strategy and workforce

Inputs/constraints for planning process:
-Qualifications of current staff
-Training/ recruiting needs
-Labor market/law restricitons

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9
Q

HR Strategy Implementation

A

Reconcile supply and demand via hiring, downsizing

Staffing, training etc. to motivate employees for strategy / change

Workforce planning (Qualitative,
quantitative)

Forecasting

Change management

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10
Q

HRs role in Establishing Mission, Vision and Values

A

it´s the sounding board for top-management

it ensures employee perspectives

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11
Q

HRs role in Reinforcing Mission, Vision and Values

A

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

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12
Q

HR lense on SWOT analysis

A

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

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13
Q

SWOT

A

Strenghts (Helpful, Internal)
Weaknesses (Harmful, Internal)
Opportunities (Helpful, External)
Threats (Harmful, External)

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14
Q

Competitive Advantage - In order to create a competitive advantage a firm´s resources must be…

A

Valuable

Rare

Difficult to imitate

Organized

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15
Q

Competitive Advantage - Valuable

A

People need to be able to use their skills to improve efficiency or effectiveness

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16
Q

Competitive Advantage - Rare

A

The employees knowlegde, skills and abilities are not equally available to competitors

17
Q

Competitive Advantage - Difficult to imitate

A

The capabilities and contributions of the firms employees cannot be copied by others

18
Q

Competitive Advantage - Organized

A

Employees talents can be combined and deployed when appropriate

19
Q

Q: Are the employees of Liverpool FC a source for competitive advantage?

A

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

20
Q

Workforce Planning - Definition

A

Balance of labor demand and supply

All other functional HR activities are Derived from WFP

Anticipates changes in HR requirements

Aviods overstaffing and Understaffing

21
Q

Workforce Planning - Demand and Supply

A

Demand: How many people of which qualifications do we need?

Supply: Where are they coming from?
Existing Staff
or Labor market

22
Q

Q: What kind of employees are needed to run a call center?

A

call centre manager, call centre agent
HR manager (depending on number of employees)
Quality analyst
Trainer for employees
Line organizaton

23
Q

Q: How many Call center Agents are needed to handle an expected call volume of ~ 1 million calls/year?

A

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!!!

24
Q

What is FTE?

A

Full-Time-Equivalent

25
Q

Why is not every employee working full hours?

A

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%

26
Q

Why does an employee not work 365 days?

A

104 weekends days
public holidays, 11
sickness
PTO
Trainings, meetings
meternity leaves
breaks, not 100% efficiency

27
Q

What is PTO?

A

Paid Time Off / Vacation

28
Q

Quantitative Personnel

A

Planning requires a definition of “worker unit”

Headcount

Full-time-equivalents

29
Q

Headcounts - Definition

A

every employee counts as one headcount
mostly used for statistical purposes
and per-capita-benefits/ resourcing

30
Q

Full-Time-Equivalents

A

Part-time workers are counted according to their share of a full-time-workload (typically per week)
mostly used for capacity planning

31
Q

Linking Strategic Planning and HR - LINE

A

Misson, Values -> SWOT analysis -> strategy fromulation -> strategy implementation -> evaluation -> back again

32
Q

HR lense on
S
W
O
T
analysis

A

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

33
Q

In order to create a competitive advantage a firms resources must be…

1.
2.
3.
4.

A

Rare
Valuable
Difficult to imitate
organized

34
Q

What is Workforce Planning?

A

Balances labor demand and supply
All other functional HR activivites are derived from WFP
Anticipates changes in HR requirements
Aviods over AND understaffing

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