Chapter 5: Human Resources Planning Flashcards
Human resources planning (HRP) BLUE definition
the process of forecasting future human resources requirements to ensure that the organization will have the required number of employees with the necessary skills to meet its strategic objectives
HRP is a _______ process, which both anticipates and influences an organization’s future by systematically forecasting the supply of and demand for employees under changing conditions and by developing plans and activities to satisfy these needs
proactive
Effective HRP helps an organization achieve its strategic goals and objectives, ____________________, make major labour market demands more successfully, _____________________ and surpluses of human resources, and ____________________ labour costs.
achieve economies in hiring new workers
anticipate and avoid shortages
control or reduce
From 2013 to 2022, a total of ________ job openings (those due to economic growth plus those due to replacement needs) have been forecasted
5.8 million
Demographic forces, particularly in the area of retirements, will see a greater demand than the supply of labour, particularly in certain occupations found in _______, ______, ________, _________ and in the primary sector.
health, management, trades, transport, and equipment
Approximately _______ of the projected job openings will be in occupations requiring a high school education or on-the-job training
one-third
As illustrated in Figure 5.1, key steps in the HRP process include _____________________, _____________________, and then ______________ to balance supply and demand.
analyzing forecasted labour supply,
forecasting labour demands
planning and implementing HR programs
HR plan
HRP - same acronym
The ______ must align with the overall goals of the organization as well as both the long-term and short-term strategic plans set by the organization
HRP
An organization’s strategic decision to expand, redirect, diverge, divest, partner, or merge will have an associated effect on the HR expectations and _________________
plans of the organization.
HR by the Numbers: Strategic Workforce Planning
Listed below are metrics associated with the use of HR planning in Canada.
53%
of organizations surveyed identify that their strategic workforce plan supports their organization’s long-term business strategy objectives
29%
of organizations surveyed identify that they use a robust workforce planning process
65.8%
the labour force participation rate in Canada in 2017, defined as the percent of the population over 15 years of age that were able and willing to work (regardless of if they were employed or unemployed)
80%
of organizations report challenges with recruiting candidates who have required critical skills
One consulting firm’s approach illustrates workforce planning
This is for Towers Watson
1) reviews the client’s business plan and workforce data (e.g., how sales influence staffing levels)
2) identify what positions the firm will have to fill and potential workforce gaps
3) develop a workforce strategic plan
4) they implement the changes (e.g., new recruiting and training programs), and use various metrics to monitor the process
Environment scanning BLUE definition
Environmental scanning
assessing factors that affect the external labour market, as well as an organization’s ability to find and secure talent from outside of the organization
External environmental factors most frequently monitored
1) Economic conditions
2) Market and competitive trends
3) New or revised laws and the decisions of courts and quasi-judicial bodies
4) Social concerns
5) Technological changes
6) Demographic trends
1) Economic conditions
(local, regional, national, and international);
for example, if the unemployment rate in a region is low, an organization would have to be more aggressive in recruiting talent, as selection may be more scarce
2) Market and competitive trends
for example, compensation policies that lag behind competitors’ policies may result in higher turnover or more difficulties in attracting talent
3) New or revised laws and the decisions of courts and quasi-judicial bodies
for example, a raise in the minimum wage rate can inflate the cost of labour in an organization, therefore creating budgetary pressure to reduce labour expenses
4) Social concerns
such as healthcare, childcare, and educational priorities; for example, a trend toward securing higher education can reduce the size of the available external workforce in the short run, but in the longer run can result in retaining applicants with more specialized training
5) Technological changes
affecting processes, products, and people; for example, a new technology developed at a local university can be implemented in the organization and significantly reduce labour demands through automation of a previously labour-intensive process
6) Demographic trends
of an internal and external labour force; for example, if an organization is situated in a community largely inhabited by senior citizens, it may face difficulties securing a diverse or full-time workforce from the local area.
An element of HR planning that is often taken for granted is the availability and accuracy of information regarding the __________________
current HR situation.
Therefore, before embarking on an HR planning exercise, the _______________ must be assessed.
current HR levels
An ___________ can provide HR planners and managers with an understanding of the organizational structure, business units, and possible career paths.
organization chart
Organizational chart
An organization must ____________ (the number of employees and the skill sets needed in the future) and __________ (internal availability of workers).
forecast future HR demand
forecast future HR supply
Only after demand and supply is forecast can an organization identify potential ______________________, which leads to the development and implementation of plans to balance HR.
labour imbalance issues
Short-term and long-range HR demand forecasts only provide half of the staffing equation by answering the question, _________________________
“How many employees will we need?”
There are two sources of supply:
AKA how we will fill our wokers spots
1) Internal
2) External
1) Internal supply
present employees who can be trained, transferred, or promoted to meet anticipated needs
2) External supply
people in the labour market not currently working for the organization, including those who are employed elsewhere and those who are unemployed who can be expected to join the organization to meet anticipated needs.
Skills inventories BLUE Definition
Manual or computerized records - summarizing employees’ education, experience, interests, skills, and so on - that are used to identify internal candidates eligible for transfer or promotion
Management inventories BLUE definition
Records summarizing the qualifications, interest, and skills of management employees, along with the number and types of employees supervised, duties of such employees, total budget managed, previous managerial duties and responsibilities, and managerial training received
Replacement charts BLUE definition
Visual representations of who will replace whom in the event of a job opening. Likely internal candidates are listed, along with their age, present performance rating, and promotability status
Hiring freeze or attrition
From Class Lecture
Normal separation for various reasons
Early retirement buyout program
From Class Lecture
Accelerates attrition
Job sharing
From Class Lecture
Single position done by more than one employee
Work sharing
From Class Lecture
Work three / four days a week
Reduced workweek
From Class Lecture
Work fewer hours
Layoff
From Class Lecture
Temporary or permanent withdrawal of employment for economic or business reasons
Termination
From Class Lecture
Usually relates to job performance
Leave of absence
From Class Lecture
Period of time away from work; job will be guaranteed on return
