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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
define indexation and example
1) Matching employment growth with an index (e.g. ratio of production employees to sales)
26
cons of trend forecasting
Assume demand is constant - inaccurate for long range HR projections
27
explain budget and planning analysis technique
Organizations that need HR planning generally have detailed budgets and long-range plans
28
explain new venture analysis technique
Planners estimate human resource needs by making comparisons with similar operations
29
define data analytic models/simulation and predictive models technique
series of mathematical formulas and algorithms that simultaneously use extrapolation, indexation, survey results, estimates to compute future HR needs
30
define staffing table
a list of anticipated employment openings for each type of job
31
how is staffing table used?
used to summarize forecasts and match short term demand and supply
32
what is making internal supply estimates difficult and why?
Gig economy is making internal supply estimates difficult because transitions in and out of roles in firm are happening faster
33
define human resource audits
summarize employee’s skills, knowledge, abilities and generate skill and management/leadership inventories to prepare replacement charts/summaries
34
4 things included in human resource audits
1) skills inventory 2) management/leadership inventory 3) replacement charts 4) replacement summaries
35
define skills inventory
Summary of worker knowledge, skills, abilities, experiences, potential; similar to resume; update every 2 years generally sufficient if major changes are reported
36
define management/leadership inventory
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
37
define replacement charts
visual representations of who will replace whom when a job opening occurs, info comes from HR audit, unnecessary to include age
38
2 variables consisting of replacement status in replacement charts/summaries
1) present performance | 2) promotability/potential
39
define replacement summaries
Lists of likely replacements for each job and their relative strengths and weaknesses
40
2 things used to estimate internal supply
1) human resource audits | 2) transition matrices and markov analysis
41
define markov analysis
forecast of a firm’s future HR supplies, using transitional probability matrices reflecting historical or expected movements of employees across jobs
42
3 times when is markov analysis useful?
1) jobs do not fluctuate rapidly due to change 2) large organizations 3) lots of employees in one position
43
define transition matrix
describes the probabilities of how quickly a job position turns over and what an employee may do over a forecast period of time
44
3 external supply indicators
1) labour market analysis 2) community attitudes 3) demographic trends
45
define labour market analysis
Study of the firm’s labour market to evaluate the present or future availability
46
explain how community attitudes affect external supply
Affects nature of the labour market, like activist investing and anti business or non growth attitudes
47
explain how demographic trends affect external supply
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
48
3 HR strategies for surplus
1) headcount reduction 2) attrition strategies 3) alternate work arrangements
49
4 strategies for headcount reduction
1) layoff 2) leave without pay 3) incentives for voluntary separation 4) termination
50
explain layoff - 2 points
1) juniority rights - senior workers offered layoff first 2) when employees are fired for business/economic reasons 3) Temporary but may become permanent
51
explain leave without pay
voluntary - if employees want to take time off or attend education
52
explain incentives for voluntary separation
buyouts - often includes cash bonus, pension bridging, outplacement services
53
explain termination - 2 points
1) permanent separation from org for any reason | 2) often when employees are fired for discipline reasons
54
define outplacement
assisting employees to find jobs with other employers
55
define attrition
loss of employees due to voluntary separation due to resignation, retirement, or death
56
2 strategies for attrition
1) hiring freeze | 2) early and phased retirement offers
57
surplus strategy: attrition: explain hiring freeze
present employees may be reassigned
58
surplus strategy: attrition: define phased retirement
phase into retirement without loss or reduction of pension benefits
59
surplus strategy: 2 strategies for alternative work arrangements
1) job sharing/splitting | 2) using part time employees
60
surplus strategy: define job sharing/splitting in alternative work arrangements
available work is spread among all workers to reduce the extent of layoff when production requirements cause decline in available work
61
define labour shortage
when there is not enough qualified talent to fill demand
62
define skill shortage
refers to specific skills the org requires and can’t get
63
4 HR strategies for shortage
1) hire employees 2) contract out the work 3) develop employees internally 4) creating flexible work arrangement
64
strategies for shortage: types in contract out the work
1) independent contractor 2) consultants 3) outsource 4) crowdsource 5) co-source
65
strategies for shortage: contract work: define independent contractor and what is another word for it?
1) self-employed freelancer | 2) not part of regular workforce who provides goods/services to another entity under terms of contract
66
strategies for shortage: contract work: define consultants
hired to provide expert advice and counsel in a particular area
67
strategies for shortage: contract work: define outsource - 2 points
1) contracting tasks to outside agencies or persons 2) often used for non core work 3) RFP typically sent out to select vendors
68
strategies for shortage: contract work: define offshoring
1) subset of outsourcing | 2) transferring jobs to another country
69
strategies for shortage: contract work: define crowdsource
outsource tasks once performed by employees to an undefined network of people as an open call
70
strategies for shortage: contract work: define co-source
form of contracting that brings an external team to support and work with internal team
71
strategies for shortage: 3 ways to develop employees internally
1) Replacement charts 2) Succession planning 3) Career development
72
strategies for shortage: 3 additional ways to create flexible work arrangements
1) overtime 4) flexible retirement 5) float and transfer aka job rotation
73
strategies for shortage: define work arrangements
use of work hours, schedules, location to ensure goals or org and needs of employees are optimally met
74
strategies for shortage: what are flexible work arrangements based on?
based on choices, organization can choose to offer, and employee can choose to accept the options
75
strategies for shortage: flexible work arrangement: explain flexible retirement
Target those employees close to retirement to extend their contributions (e.g., retiree return)
76
strategies for shortage: flexible work arrangement: explain float and transfer/job rotiation
Movement of an employee from one job to another that is relatively equal in pay, responsibility, and organizational level
77
how are HR strategies for shortage/surplus measured?
Processes are typically measured in terms of time and cost associated with their deployment
78
HRIS: define HRIS - 2 points
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
HRIS: 3 major stakeholders who use info from HRIS
1) HR professionals 2) managers 3) employees
80
HRIS: 5 common components
1) Organizational policies 2) Results of job analysis 3) Employee info 4) Industry info 5) Reports
81
HRIS: define referential integrity
HRIS capability to prevent errors and catch inconsistencies
82
HRIS: define enterprise wide systems
systems that link an org’s entire software application environment into a single enterprise solution; gold standards
83
HRIS: define intranet
organization specific internal computer network
84
define employee (manager) self service
feature of HRIS that allows employees(managers) to assess and view their own (employees) records and make changes
85
HRIS contributes to HR service delivery: 4 ways it contributes to service delivery
1) increased efficiency 2) increased effectiveness 3) increased contribution to organizational sustainability 4) increased visibility
86
HRIS contributes to HR service delivery: explain increased efficiency
Enhanced service delivery to stakeholders (automation of day to day activities)
87
HRIS contributes to HR service delivery: explain increased effectiveness
1) Helping stakeholders make better decisions | 2) use predictive analysis
88
HRIS contributes to HR service delivery: increased effectiveness: define predictive analysis
process of selecting, exploring, analyzing, modelling data to create better business outcomes
89
HRIS contributes to HR service delivery: explain increased contribution to organizational sustainability
1) talent management | 2) create replacement charts, organize training
90
HRIS contributes to HR service delivery: increased contribution to organizational sustainability: define talent management
a systematic attraction, identification, development, engagement/retention and deployment of those individuals with high potential who are of particular value to the org
91
HRIS contributes to HR service delivery: explain increased visibility
Enhanced HR competencies (ex. HR works with different areas of the firm)
92
define human resource accounting
A process to measure the present cost and value of human resources as well as their future worth to the organization
93
LO1: what kind of process is HRP
HRP is a strategic and proactive process
94
LO1: 4 things HRP is referred to
HRP has been referred to as employment planning, strategic HRP, human capital planning, human capital management
95
LO1: what does not ensure success
Getting right people in right place at right time
96
LO1: explain performance consulting
systems approach to enabling people in jobs by focusing on K, S, A needed to be successful (more recently done online)
97
LO1: define HR analytics
using people centric data in analytical procedures to solve business problems
98
LO1: argued primary challenge for HR
using data because appropriate type of data doesn’t exist in most companies
99
LO2: explain step 2 of HR planning: assess internal + external supply of resources
What resources are available? What skills and competencies do they have?
100
LO2: explain turnover
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
LO2: explain legal changes
Changes in social, political, legal are easier to predict but implications seldom clear
102
LO2: explain tech changes
Difficult to predict
103
LO2: explain competitors
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
LO2: explain budget and revenue forecasts
Most significant short run influence on HR needs
105
LO4: what does present performance in replacement chart come from
supervisor evaluations
106
LO4: what does future promotability in replacement chart come from
present performance and estimates by superiors
107
LO4: benefits of markov analysis
Useful for what if analysis and popular for ease of use
108
LO4: SR unemployment rate
In short run, unemployment rate serves as approximate measure of how difficult it is to acquire new employees but does not address future
109
LO4: high mobility rate between provinces profession
Teaching and engineering
110
LO4: less mobility between provinces profession
infrastructure trades
111
LO4: what has significant impact on labour markets in long term
local developments and demographic trends have most significant impact on labour markets, incld community growth rates and attitudes
112
LO4: explain canadian temporary hiring foreign program
called out for not putting canadian workers first
113
LO4: what does job bank include
trends, job outlooks, career planning
114
LO5: which strategy for surplus presents least problems and downsize
attrition but slow
115
LO5: explain work sharing
Work sharing administered by ESDC - employees voluntary reduce hours
116
LO5: advantage of job sharing/splitting
increased productivity
117
LO5: 5 characteristics of contractor vs employee
``` Contractor: Less control Supplies equipment, space Person profits Risk losing money if cost > price Does not need to complete work themself ```
118
LO6: what level is HRIS done
enterprise level
119
LO6: what comprises HRIS
different software that work with relational databases
120
LO6: explain simple HRIS
employee name, address, emergency contact, employment status, position held, salary, benefits, gender, birthdate; often on excel and maintained in one database Non relational
121
LO7: major thing HRIS has contributed to
HR professionals can spend more time working at strategic over transaction level
122
lecture: what was the activity
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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