Day 5 - Job Design & HR planning Flashcards
Job Design: Key Considerations
- Organizational
- Ergonomic
- Employee
- Environmental
Employee Considerations
What do they need to want and stay in the job?
Autonomy Variety Task Identity Feedback Task Significance
Autonomy
Having control over one’s work & response to work environment
Variety
Opportunity to use difference skills or perform different activities
Task Identity
Feeling of responsibility or pride fro doing an entire piece of work
Feedback
Info that helps evaluate success or failure
Task significance
Knowing that ones work is important
Increasing quality of Work Life
Job rotation
Job Enlargement
Job Enrichment (complexity of job)
Employee Involvement and Work Teams
Human Resource Planning (0verview)
Forecasts an organization’s future demand for and supply of employees, and matches supply with demand
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
Human Resource Planning Process
- Forecast Demand
- Assess supply
- Develop HR objectives
- Design & implement HR programs
- Establish Program Evaluation
Human Resource Planning Process
Step 1?
Forecast demand
Human Resource Planning Process
Step 2?
Assess Supply
Human Resource Planning Process
Step 3?
Develop HR Objectives
Human Resource Planning Process
Step 4?
Design & Implement HR programs
Human Resource Planning Process
Step 5?
Establish Program Evaluation
Causes of Demand for Human Resources
External
Economic developments
Social-political-legal challenges
Technological changes
Competitors
Causes of Demand for Human Resources
Organizational
Strategic plan budgets Sales and production forecasts New ventures Organizational & job design
Causes of Demand for Human Resources
Workforce
Retirements Resignations Terminations Deaths Leaves of absence
Forecasting Human Resource Needs
Informal and instant forecasts
-manager believes workload justifies another employee (try to do this one as little as possible)
Formal expert surveys
-may use questionnaires or focused discussions
Extrapolation
-extending past rates of change into the future
Indexation
-matching employment growth with an index (eg. ratio of production employees to sales)
The Supply of Human Resources: Internal Supply Estimates
Skills Inventories
-summary of worker skills and abilities
Management Inventories
-reposts of management capabilities
Replacement Charts
-lists of likely replacements for each job
Transition Matrices & Markov Analysis
The Supply of Human Resources: External Supply Estimates
Labour Market Analysis
-study of the firm’s labour market to evaluate the present or future availability (where will we get employees from when needed)
Community Attitudes
-affects nature of the labour market
Demographic Trends
- affects the availability of external supply
- HRSDC publishes labour force projections
- Statistics Canada publishes reports
Managing Oversupply: Headcount reduction strategies
Layoffs
Leave without Pay
Termination
Outplacement
Incentives for voluntary separation
Layoffs
Temporary withdrawal of employment
Unpleasant for workers and management
Avoid at all costs
Leave without Pay
Temporarily reduce the number of employees
Termination
May receive severance pay and/or outplacement
Outplacement
Help employees find new jobs
with other firms
-services for people who have been fired
Incentives for voluntary separation
Offer an “enticement” or buyout to leave
Mangaing Oversupply: Attrition strategies
Normal separation as a result of resignation, retirement or death
Hiring Freeze
Early and Phased Retirement Offers
Managing Oversupply: Alternate Work Strategies
Job Sharing
One job being done by 2 people- part time arrangement
Use of Part-time Workers
Managing Employee Shortages
Hire FT/PT employees
Contracting / Outsourcing
Internal Development
Flexible work arrangements
