Chapter 6 - Determining Supply – Week 10

Question 1

Define Internal Supply

Answer 1

Existing employees who can be retrained, promoted, transferred or redeployed to fill future requirements

Question 2

Define External Supply

Answer 2

People an organization could potentially hire who are currently undergoing training, working for competitors, members of unions or professional associations, in a transitional stage, i.e. between jobs or unemployed

Question 3

Why would you choose INTERNAL supply over External supply? (4)

Answer 3

1- Will be more loyal
2- they know the company culture and norms
3- you know the employees skills and past performance
4- Employees are more agile and learn more skills protecting them from economic downturn

Question 4

Why would you use EXTERNAL supply over internal?

Answer 4

1- No suitable internal supply
2 - necessary to expand
3- new competitive insights / creativity
4- internal supply can sometimes be more expensive as they likely get raises when they get promotions
5- possibility of getting an external person from a competitor to gain competitive insights
6 - Shift in culture, techniques or practices required that arent available internally

Question 5

What is this the definition of:

groups of employees within an organization with certain characteristics and preferences (that are relevant to employee experience)

Answer 5

Employee Segments

Question 6

What are the 3 questions to ask about Employee Segments that will help you understand and influence supply?

Answer 6

What are the critical human capital segments?

What response do we need from each segment?

What features of the employment deal create the best responses at the lowest cost?

Question 7

List 5 ways EMPLOYERS can INCREASE Labour Supply.

Answer 7

1) Change the nature of the jobs
2) Invest in Training current Employees on needed skills
3) Consider Other labour pools (neurodiverse, designated groups, mature workers(
4) Change jobs to make them more attractive
5) change the conditions of the job or the perceptions of the job (i.e. “receptionist” - changed to “office coordinator”)

Question 8

What are some ways the Government influences labour supply?

Answer 8

• decides places where professional programs are available (i.e. apprenticeship programs)
• determines the type and number of immigrants admitted

Question 9

These are the Hard Costs of what?

Advertisements
Headhunter, recruiting fees
Interview training
Travel costs
Admin expenses
Costs of lost production
Bonuses
Increased salaries
Cost to replace a trained worker ranges from 70 to 200 percent of the departing person’s salary

Answer 9

Replacing a trained employee

Question 10

These are the soft costs of what?

Soft costs
Lost business and customer contacts
Decreased quantity or quality of work due to training and learning curve gaps
Orientation and training time
Decline in team morale and productivity
Increased turnover due to the “follow-me” effect

Answer 10

Replacing a trained employee

Question 11

What are some things HR can do to RETAIN employees (HR RETENTION PROGRAMS)

Answer 11

• Be flexible
• create a fun and enjoyable work environment
• design MEANINGFUL jobs
• Compensate according to PERFORMANCE
• provide mentoring programs
• train mgmt
• communicate regularly and give feedback on career development
• get rid of slackers

Question 12

An individualized personnel record held on each employee except those currently in management or professional positions is called a

Answer 12

SKILLS INVENTORY

Question 13

2 reasons why skills inventories are important

Answer 13

1) Organization can have accurate records of employees

2) Helps in planning and succession planning/management

Question 14

An individualized personnel record for managerial, professional, or technical personnel that includes all elements in the skills inventory with the addition of information on specialized duties, responsibilities, and accountabilities is called a

Answer 14

MANAGEMENT INVENTORY

Question 15

The below info is typically found where?

A history of management or professional jobs held
A record of management or professional training courses and dates
Key accountabilities for the current job
Assessment centre and appraisal data
Professional and industry association memberships

Answer 15

In Management Inventory

Question 16

What model uses the patterns of movement to and from the various jobs in the organization?

Answer 16

A Markov Model (AKA a probabilistic or stochastic model)

Question 17

What is the term used to describe when one promotion or transfer in the organization causes several other personnel movements in the organization, as a series of subordinates are promoted to fill the sequential openings?

Answer 17

The Ripple or Chain Effect

Question 18

What are the 5 Employee Statuses that can be used in Markov Analysis?

Answer 18

1 - Remaining in the current job
2 - Promotion to a higher classified job
3 - A lateral transfer 
4 - Exit from the job
5 - Demotion (which is relatively rare)

Question 19

What types of info is available from the Markov Model?

Answer 19

• ANNUAL personnel moves
• # of EXTERNAL hires needed
• Expected DURATION of time in certain roles
• PATTERNS of Career progression (i.e. most Hosts become Servers)
• # of starters at a particular job who are targeting a future role w/in a specified time (i.e. someone who joins as a host and hopes to be promoted to a server within 6 months)

Question 20

What are these steps the process of?

1. Determine the list of mutually exclusive states (i.e. promotion, transfer, termination, demotion, status quo)
2. Develop a matrix of jobs that are linked by career progression or historical movement, based on pattern of transitions between jobs
3. Use historical data to determine the probability of moving from one state to another
4. Populate the matrix with an initial distribution of jot holders across the various states of the model

Answer 20

these are the MARKOV ANALYSIS steps

Question 21

Linear Programming / Simulations are used mostly for [BLANK] analysis in engineering and business applications to determine what?

Answer 21

Linear Programming / Simulations are used mostly for Project analysis and determines the optimum or best mix of people needed in the future to minimize costs or other constraints

Question 22

Which technique uses
analyzing employee supply, specifically the
chain or ripple effect that promotions or job
losses have on the movements of other
personnel in an organization?

Answer 22

Movement Analysis

Question 23

What are these the steps of?

1 - At the start of the forecasting period, ID the number of employees in each authority or compensation band level
2 - Consider the changes in the level of staffing for the department, i.e. are we going to increase or downsize
3 - Calculate the losses requiring replacement for each authority level
4 - Add changes in staffing level to employee losses

Answer 23

Steps for a Movement Analysis

Question 24

Which model analyzes flows of
personnel throughout the
organization by examining inputs and outputs at each
hierarchical or compensation level

Answer 24

Vacancy model (renewal or sequencing model)

Question 25

Why do Organizations like using the Vacancy Model?

Answer 25

• The mix of internal and external supply it can predict

- Has more predictive capacity than Markov models over short and long-term periods (3, 5, 10 years)

Question 26

What happens when errors in estimating supply become amplified down the chain causing a much bigger gap in estimation?

Answer 26

The Bullwhip Effect

Question 27

The Bullwhip effect can lead to what

Answer 27

recruiting more employees than necessary thus creating a surplus