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COMM 211- HR > Chapter 3- HR Planning > Flashcards

Chapter 3- HR Planning Flashcards

1
Q

Human Resource Planning

A

Forecasts an organization’s future demand for and supply of employees, and matches supply with demand &raquo_space;»>Proactive

HR department contributes to success:
-Proper staffing is critical
-Different strategies require varying HR plans
-HR planning facilitates proactive responses
-Successful tactical plans require HR plans
-HR planning can vary (Levels 1-5)

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2
Q

Relationship Between Strategic and Human Resource Plans

A

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3
Q

Human Resource Planning

A

Human resource planning can vary from capturing basic information to a more sophisticated approach:

Stage 1: No formal planning
Stage 2: Minimal; focus on headcount
Stage 3: Long term forecasts
Stages 4 & 5: HRP is a core strategic process

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4
Q

The 5 Levels of Planning Activities

A

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5
Q

The Human Resource Planning Process

A

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6
Q

Forecasting: Identifying the Causes that will Drive Demand

A

Strategic Plan

Demographic Impacts

Turnover

Legal Changes

Technological Changes

Competitors

Budgets and Revenue Forecasts

New Ventures

Organizational and Job Design

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7
Q

Forecasting Techniques for Estimating Human Resource Demand

A

Techniques for Estimating Future Human Resource Needs

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8
Q

Expert Projection Forecasts

A

Informal and Instant Decisions
-Expert forecasts of future HR needs

Nominal Group Technique
-Groups of managers are asked to make forecasts and the manager’s ideas are discussed by the group and ranked

Delphi Technique
-Surveys of groups of experts, summaries are shared back with the group, and they are surveyed again until opinions converge

https://www.forbes.com/sites/jeannemeister/2021/01/14/10-hr-trends-for-the-next-normal-of-work/?sh=2e78f7e55fc4

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9
Q

Trend Projection Forecasts

A

Statistical Analysis
-More sophisticated statistical analyses allow for changes in the underlying causes of demand

Extrapolation
-Extending past rates of change into the future

Indexation
-Matching employment growth with an index (e.g. ratio of production employees to sales)

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10
Q

Other Forecasting Methods

A

Budget and Planning Analysis
-Organizations that need HR planning generally have detailed budgets and long-range plans

New Venture Analysis
-Planners estimate human resource needs by making comparisons with similar operations

Simulation and Predictive Models
-More sophisticated approaches

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11
Q

Converting a Forecast Into Human Resource Requirements

A

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12
Q

Overview of HR Tools used to Estimate Internal and External Supply of Labour

A

Internal Supply Indicators:
* Human Resource Audits
-Skill inventories
-Management inventories
-Replacement charts/summaries

  • Transition matrices & Markov analysis

External Supply Indicators:
* Labour market analysis
* Community attitudes
* Demographic trends

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13
Q

The Supply of Human Resources: Internal Supply Estimates

A

HR Audits:
-Skills Inventories
—Summary of worker skills and abilities

-Management and Leadership Inventories
—Reports of management capabilities

-Replacement Charts
—Lists of likely replacements for each job

-Replacement Summaries
—-Lists of likely replacements for each job and their relative strengths and weaknesses.

Transition Matrices & Markov Analysis

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14
Q

Transition Matrices and Markov Analysis

A

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15
Q

The Supply of Human Resources: External Supply Estimates

A

Labour Market Analysis
-Study of the firm’s labour market to evaluate the present or future availability

Community Attitudes
-Affects nature of the labour market

https://youtu.be/G38ltP-PRQM
(Stop at 5:20)

Demographic Trends
-Affects the availability of external supply
-ESDC publishes labour force projections
-Statistics Canada publishes reports
-Canadian Occupational Projection System (COPS)

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16
Q

Constant Balancing Act

A

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17
Q

Strategies to Manage an Oversupply of Human Resources

A

When the internal supply of workers exceeds the firm’s demand, a surplus exists. There are various HR strategies:
-Headcount reduction
—Layoffs
—Leave without pay
—Incentives for voluntary separation
—Termination

-Attrition
—Hiring freeze
—Early and phased retirement officers

-Alternative Work Arrangements
—Job sharing
—Using part-time employees

18
Q

Strategies to Manage a Shortage of Employees

A

Hire Employees
-Full-time
-Part-time
-Temporary

Source Service Providers
-Independent contractor
-Third party
-Outsource
-Crowdsource

Develop Employees Internally
-Replacement charts
-Succession planning
-Career development
-Float and transfer

Existing Work Arrangements
-Overtime
-Flexible schedules
-Flexible time and location
-Flex policies

19
Q

Staffing Option #1: Hire Employees

A

Hire full-time employees
-Where internal transfer or promotion is not feasible, hiring full-time employees may be required
-Results in additional fixed cost

Hire part-time workers
-Popular strategy for meeting human resource needs

20
Q

Staffing Option #2: Contract Out the Work

A

Source service providers:
-Independent contractor: freelancer (self-employed)

-Consultants: hired to provide expert advice and counsel in a particular area

-Outsource: contracting tasks to outside agencies or persons

-Crowdsource: takes a function once performed by employees and outsources it to an undefined network of people as an open call

-Co-source: a form of contracting that brings an external team to support and work with an internal team

-Temps working for a temporary employment agency

21
Q

Staffing Option #3: Develop Employees Internally

A

Promotions
-Movement of an employee from one job to another that is higher in pay, responsibility, and/or organizational level

Succession and career plans

Training and development

22
Q

Staffing Option #4:Creating Flexible Work Arrangements

A

Overtime
-Employees work beyond the normal hours

Flexible retirement
-Target those employees close to retirement to extend their contributions (e.g., retiree return)

Float and transfer
-Movement of an employee from one job to another that is relatively equal in pay, responsibility, and organizational level

23
Q

Program Measurement and Evaluation

A

The final step in the planning process is to evaluate workforce planning activities against organizational goals
-E.g., were vacancies in key roles reduced? Was the target of internal or external recruits achieved?
-Improvement should be measured year over year

24
Q

Human Resource Information Systems

A

A Human Resource Information System (HRIS) is used to collect record, store, analyse, and retrieve data concerning an organization’s human resources

The major stakeholders who use the information from an HRIS are HR professionals, managers, and employees.

25
Q

HRIS Functions

A

There are many different systems to choose depending on organizational requirements.

Key considerations:
-Size
-Information that needs to be captured
-Volume of information transmitted
-Firm’s objectives
-Technical capabilities
-Reporting capabilities

26
Q

Components of a Human Resource Information System with Relational Features

A

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27
Q

Access to HRIS Information

A

Access to HRIS Information
-Determining who should have access and who should have the right to change input data

Security
-Concerns about unauthorized disclosure of information, viruses, etc.

28
Q

HRIS – An Important Tool for Strategic HRM

A

Increased efficiency
-Enhanced service delivery

Increased effectiveness
-Helping stakeholders make better decisions

Increased contribution to organizational sustainability
-Talent management

Increased visibility
-Enhanced HR competencies

29
Q

Human Resource Accounting

A

Human Resource Accounting (HRA)
-A process to measure the present cost and value of human resources as well as their future worth to the organization.

30
Q

Which of the following is the first step in the human resource planning process?

A

A.develop HR objectives
B.establish program evaluation
C.assess internal and external supply of resources
D.forecast demand for resources**
E.design and implement HRM programs

31
Q

Which of the following is a strategic and proactive process used to determine future human resources requirements, as well as the business processes needed to support those resources?

A

A.program measurement
B.extrapolation
C.nominal group technique
D.new-venture analysis
E.human resource planning ***

32
Q

When deciding on an appropriate HRIS to match their needs, which of the following should be considered by organizations?

A

A.job design
B.turnover
C.managerial decision needs***
D.competitors
E.external supply of human resources

33
Q

Which of the following describes how crowdsourcing helps companies meet their resources requirements?

A

A.by making a formal agreement with a third party about performing a service
B.by bringing together an external team to work with an internal team to achieve goals
C. **by outsourcing a function once performed by employees to an undefined network of people***
D.by entering into a service agreement with a freelancer
E.by dividing duties of a single position between two or more employees to reduce the total number of work hours

COMM 211- HR (14 decks)

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