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BU 354 > Chp 3 - HR Planning > Flashcards

Chp 3 - HR Planning Flashcards

1
Q

define human resource planning

A

process used to determine future HR requirements and the business processes that will be needed to support and enable those resources by 1) anticipating future business demands 2) analyzing the impacts on these demands on the organization 3)determining the current availability of human resources and the applicable business processes 4) making decisions on how to effectively adapt and use firm’s human resources

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2
Q

major objective of human resource planning - 2 points

A

1) ensuring org has right people with right skills at right time for org to fulfill objectives
2) Creating right environment and motivating people to do the right things.

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3
Q

how is long term strategic plan accomplished?

A

by thoughtful execution of short range tactical plans that focus on current needs and operations

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4
Q

stage 1 of human resource planning

A

No formal planning; Recruitment & training are afterthoughts; ex. Family business

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5
Q

stage 2 of human resource planning

A

Minimal HRP planning; focus on headcount

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6
Q

stage 3 of human resource planning

A

Long term forecasts; needs projected 3-5 years; does not integrate people planning with long-range planning

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7
Q

stage 4 & 5 of human resource planning

A

HRP is a core strategic process; long range planning of 3-6 years

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8
Q

what does stage 5 of human resource planning has that stage 4 doesn’t

A

Level 5 uses robust evaluation tools and sophisticated tech to create long range plans to improve ROI

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9
Q

steps of human resource planning process

A

1) forecast demand for resources
2) assess supply of resources
3) develop HR objectives
4) design and implement HR programs to balance demand and supply
5) establish program evaluation

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10
Q

explain how to do step 1 of human resource planning process: forecast demand for resources

A

Look at factors that cause a labour need to exist and uses forecasting techniques. How many HR will we need? When and where?

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11
Q

explain how to do step 3 of human resource planning process: develop HR objectives

A

What planners expect to accomplish as a result of their actions

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12
Q

explain how to do step 4 of human resource planning process: design and implement HR programs

A

attempts to balance demand and supply. example: strategies for shortage and surplus

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13
Q

explain how to do step 5 of human resource planning process: establish program evaluation

A

Is there a link between investments in HR programs and organizational sustainability?

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14
Q

define forecasts

A

estimates of future resources needs and changes

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15
Q

causes that drive demand

A

1) strategic plan
2) demographic impacts
3) turnover
4) legal changes
5) technological changes
6) competitors
7) budgets and revenue forecasts
8) new ventures
9) organizational and job design

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16
Q

explain how strategic plan drives demand

A

objectives determine employee needs, fast growing firm has more beginning level vacancies

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17
Q

explain how organizational and job design drives demand

A

changes in org structure can cause roles eliminated or created

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18
Q

3 techniques for estimating an organization’s demand for human resources

A

expert, trend, other

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19
Q

3 techniques in expert for estimating an organization’s demand for HR

A

1) informal and instant decisions
2) formal expert survey (nominal group technique)
3) delphi technique

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20
Q

3 techniques in trend for estimating an organization’s demand for HR

A

1) extrapolation
2) indexation
3) statistical analysis

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21
Q

3 techniques in other for estimating an organization’s demand for HR

A

1) budget and planning analysis
2) new-venture analysis
3) simulation models (data analytic models)

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22
Q

nominal group technique - 3 points

A

1) focused group discussion where members meet face to face or digitally, write down ideas and share them
2) All new thoughts on a topic are recorded and ranked for importance
3) meet face to face

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23
Q

delphi technique - 2 points

A

1) soliciting of predictions about specified future events from a panel of experts, using repeated surveys until convergence in opinions occur
2) use a lead coordinator to collect info to and from experts

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24
Q

define extrapolation

A

Extending past rates of change into the future

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25
Q

define indexation and example

A

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

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26
Q

cons of trend forecasting

A

Assume demand is constant - inaccurate for long range HR projections

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27
Q

explain budget and planning analysis technique

A

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

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28
Q

explain new venture analysis technique

A

Planners estimate human resource needs by making comparisons with similar operations

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29
Q

define data analytic models/simulation and predictive models technique

A

series of mathematical formulas and algorithms that simultaneously use extrapolation, indexation, survey results, estimates to compute future HR needs

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30
Q

define staffing table

A

a list of anticipated employment openings for each type of job

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31
Q

how is staffing table used?

A

used to summarize forecasts and match short term demand and supply

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32
Q

what is making internal supply estimates difficult and why?

A

Gig economy is making internal supply estimates difficult because transitions in and out of roles in firm are happening faster

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33
Q

define human resource audits

A

summarize employee’s skills, knowledge, abilities and generate skill and management/leadership inventories to prepare replacement charts/summaries

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34
Q

4 things included in human resource audits

A

1) skills inventory
2) management/leadership inventory
3) replacement charts
4) replacement summaries

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35
Q

define skills inventory

A

Summary of worker knowledge, skills, abilities, experiences, potential; similar to resume; update every 2 years generally sufficient if major changes are reported

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36
Q

define management/leadership inventory

A

1) Reports of management capabilities.
2) Includes # employees supervised, type, total budget managed, training received, duties of subordinates, previous management duties.
3) Some orgs have leadership profiles like leadership practices inventory

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37
Q

define replacement charts

A

visual representations of who will replace whom when a job opening occurs, info comes from HR audit, unnecessary to include age

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38
Q

2 variables consisting of replacement status in replacement charts/summaries

A

1) present performance

2) promotability/potential

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39
Q

define replacement summaries

A

Lists of likely replacements for each job and their relative strengths and weaknesses

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40
Q

2 things used to estimate internal supply

A

1) human resource audits

2) transition matrices and markov analysis

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41
Q

define markov analysis

A

forecast of a firm’s future HR supplies, using transitional probability matrices reflecting historical or expected movements of employees across jobs

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42
Q

3 times when is markov analysis useful?

A

1) jobs do not fluctuate rapidly due to change
2) large organizations
3) lots of employees in one position

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43
Q

define transition matrix

A

describes the probabilities of how quickly a job position turns over and what an employee may do over a forecast period of time

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44
Q

3 external supply indicators

A

1) labour market analysis
2) community attitudes
3) demographic trends

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45
Q

define labour market analysis

A

Study of the firm’s labour market to evaluate the present or future availability

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46
Q

explain how community attitudes affect external supply

A

Affects nature of the labour market, like activist investing and anti business or non growth attitudes

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47
Q

explain how demographic trends affect external supply

A

stats can publishes reports and labour force projections in certain geographic areas for example; ESDC publishes labour force projections and job bank; Canadian Occupational Projection System (COPS) provides projection of canadian economy

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48
Q

3 HR strategies for surplus

A

1) headcount reduction
2) attrition strategies
3) alternate work arrangements

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49
Q

4 strategies for headcount reduction

A

1) layoff
2) leave without pay
3) incentives for voluntary separation
4) termination

50
Q

explain layoff - 2 points

A

1) juniority rights - senior workers offered layoff first
2) when employees are fired for business/economic reasons
3) Temporary but may become permanent

51
Q

explain leave without pay

A

voluntary - if employees want to take time off or attend education

52
Q

explain incentives for voluntary separation

A

buyouts - often includes cash bonus, pension bridging, outplacement services

53
Q

explain termination - 2 points

A

1) permanent separation from org for any reason

2) often when employees are fired for discipline reasons

54
Q

define outplacement

A

assisting employees to find jobs with other employers

55
Q

define attrition

A

loss of employees due to voluntary separation due to resignation, retirement, or death

56
Q

2 strategies for attrition

A

1) hiring freeze

2) early and phased retirement offers

57
Q

surplus strategy: attrition: explain hiring freeze

A

present employees may be reassigned

58
Q

surplus strategy: attrition: define phased retirement

A

phase into retirement without loss or reduction of pension benefits

59
Q

surplus strategy: 2 strategies for alternative work arrangements

A

1) job sharing/splitting

2) using part time employees

60
Q

surplus strategy: define job sharing/splitting in alternative work arrangements

A

available work is spread among all workers to reduce the extent of layoff when production requirements cause decline in available work

61
Q

define labour shortage

A

when there is not enough qualified talent to fill demand

62
Q

define skill shortage

A

refers to specific skills the org requires and can’t get

63
Q

4 HR strategies for shortage

A

1) hire employees
2) contract out the work
3) develop employees internally
4) creating flexible work arrangement

64
Q

strategies for shortage: types in contract out the work

A

1) independent contractor
2) consultants
3) outsource
4) crowdsource
5) co-source

65
Q

strategies for shortage: contract work: define independent contractor and what is another word for it?

A

1) self-employed freelancer

2) not part of regular workforce who provides goods/services to another entity under terms of contract

66
Q

strategies for shortage: contract work: define consultants

A

hired to provide expert advice and counsel in a particular area

67
Q

strategies for shortage: contract work: define outsource - 2 points

A

1) contracting tasks to outside agencies or persons
2) often used for non core work
3) RFP typically sent out to select vendors

68
Q

strategies for shortage: contract work: define offshoring

A

1) subset of outsourcing

2) transferring jobs to another country

69
Q

strategies for shortage: contract work: define crowdsource

A

outsource tasks once performed by employees to an undefined network of people as an open call

70
Q

strategies for shortage: contract work: define co-source

A

form of contracting that brings an external team to support and work with internal team

71
Q

strategies for shortage: 3 ways to develop employees internally

A

1) Replacement charts
2) Succession planning
3) Career development

72
Q

strategies for shortage: 3 additional ways to create flexible work arrangements

A

1) overtime
4) flexible retirement
5) float and transfer aka job rotation

73
Q

strategies for shortage: define work arrangements

A

use of work hours, schedules, location to ensure goals or org and needs of employees are optimally met

74
Q

strategies for shortage: what are flexible work arrangements based on?

A

based on choices, organization can choose to offer, and employee can choose to accept the options

75
Q

strategies for shortage: flexible work arrangement: explain flexible retirement

A

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

76
Q

strategies for shortage: flexible work arrangement: explain float and transfer/job rotiation

A

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

77
Q

how are HR strategies for shortage/surplus measured?

A

Processes are typically measured in terms of time and cost associated with their deployment

78
Q

HRIS: define HRIS - 2 points

A

1) A Human Resource Information System (HRIS) is used to collect, record, store, analyze, and retrieve data concerning an organization’s human resources
2) Used to formulate and implement HR strategies.

79
Q

HRIS: 3 major stakeholders who use info from HRIS

A

1) HR professionals
2) managers
3) employees

80
Q

HRIS: 5 common components

A

1) Organizational policies
2) Results of job analysis
3) Employee info
4) Industry info
5) Reports

81
Q

HRIS: define referential integrity

A

HRIS capability to prevent errors and catch inconsistencies

82
Q

HRIS: define enterprise wide systems

A

systems that link an org’s entire software application environment into a single enterprise solution; gold standards

83
Q

HRIS: define intranet

A

organization specific internal computer network

84
Q

define employee (manager) self service

A

feature of HRIS that allows employees(managers) to assess and view their own (employees) records and make changes

85
Q

HRIS contributes to HR service delivery: 4 ways it contributes to service delivery

A

1) increased efficiency
2) increased effectiveness
3) increased contribution to organizational sustainability
4) increased visibility

86
Q

HRIS contributes to HR service delivery: explain increased efficiency

A

Enhanced service delivery to stakeholders (automation of day to day activities)

87
Q

HRIS contributes to HR service delivery: explain increased effectiveness

A

1) Helping stakeholders make better decisions

2) use predictive analysis

88
Q

HRIS contributes to HR service delivery: increased effectiveness: define predictive analysis

A

process of selecting, exploring, analyzing, modelling data to create better business outcomes

89
Q

HRIS contributes to HR service delivery: explain increased contribution to organizational sustainability

A

1) talent management

2) create replacement charts, organize training

90
Q

HRIS contributes to HR service delivery: increased contribution to organizational sustainability: define talent management

A

a systematic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to the org

91
Q

HRIS contributes to HR service delivery: explain increased visibility

A

Enhanced HR competencies (ex. HR works with different areas of the firm)

92
Q

define human resource accounting

A

A process to measure the present cost and value of human resources as well as their future worth to the organization

93
Q

LO1: what kind of process is HRP

A

HRP is a strategic and proactive process

94
Q

LO1: 4 things HRP is referred to

A

HRP has been referred to as employment planning, strategic HRP, human capital planning, human capital management

95
Q

LO1: what does not ensure success

A

Getting right people in right place at right time

96
Q

LO1: explain performance consulting

A

systems approach to enabling people in jobs by focusing on K, S, A needed to be successful (more recently done online)

97
Q

LO1: define HR analytics

A

using people centric data in analytical procedures to solve business problems

98
Q

LO1: argued primary challenge for HR

A

using data because appropriate type of data doesn’t exist in most companies

99
Q

LO2: explain step 2 of HR planning: assess internal + external supply of resources

A

What resources are available? What skills and competencies do they have?

100
Q

LO2: explain turnover

A

may be functional (good) or dysfunctional.

Large amounts of employee voluntarily leave jobs lately due to strong economy and confidence they will find another job

101
Q

LO2: explain legal changes

A

Changes in social, political, legal are easier to predict but implications seldom clear

102
Q

LO2: explain tech changes

A

Difficult to predict

103
Q

LO2: explain competitors

A

Does not affect demand for HR in any uniform manner.
Employment in traditional sectors barely grows due to foreign competition and push for productivity improvements
In high tech industries, competition causes low prices, large market and increase employment

104
Q

LO2: explain budget and revenue forecasts

A

Most significant short run influence on HR needs

105
Q

LO4: what does present performance in replacement chart come from

A

supervisor evaluations

106
Q

LO4: what does future promotability in replacement chart come from

A

present performance and estimates by superiors

107
Q

LO4: benefits of markov analysis

A

Useful for what if analysis and popular for ease of use

108
Q

LO4: SR unemployment rate

A

In short run, unemployment rate serves as approximate measure of how difficult it is to acquire new employees but does not address future

109
Q

LO4: high mobility rate between provinces profession

A

Teaching and engineering

110
Q

LO4: less mobility between provinces profession

A

infrastructure trades

111
Q

LO4: what has significant impact on labour markets in long term

A

local developments and demographic trends have most significant impact on labour markets, incld community growth rates and attitudes

112
Q

LO4: explain canadian temporary hiring foreign program

A

called out for not putting canadian workers first

113
Q

LO4: what does job bank include

A

trends, job outlooks, career planning

114
Q

LO5: which strategy for surplus presents least problems and downsize

A

attrition but slow

115
Q

LO5: explain work sharing

A

Work sharing administered by ESDC - employees voluntary reduce hours

116
Q

LO5: advantage of job sharing/splitting

A

increased productivity

117
Q

LO5: 5 characteristics of contractor vs employee

A 
Contractor:
Less control
Supplies equipment, space
Person profits
Risk losing money if cost > price
Does not need to complete work themself
118
Q

LO6: what level is HRIS done

A

enterprise level

119
Q

LO6: what comprises HRIS

A

different software that work with relational databases

120
Q

LO6: explain simple HRIS

A

employee name, address, emergency contact, employment status, position held, salary, benefits, gender, birthdate; often on excel and maintained in one database
Non relational

121
Q

LO7: major thing HRIS has contributed to

A

HR professionals can spend more time working at strategic over transaction level

122
Q

lecture: what was the activity

A

what players are needed on team to win stanley cup and do you currently have enough talent to meet needs, if not, make strategic hiring and promotion decisions using replacement charts

BU 354 (11 decks)

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