Chapter 05 dessler 12-ce_ppt_ch05

Chapter 5: Human Resources Planning

Human Resources Planning | 5-1

Copyright © 2014 Pearson Canada Inc. All rights reserved.

Dessler, Chhinzer, Cole
Human Resources
Management in Canada
Canadian Twelfth Edition

Learning Outcomes

• DESCRIBE four quantitative and two qualitative
techniques used to forecast human resources
demand.
• DISCUSS briefly the four stages used to forecast
internal human resources supply and three types
of market conditions assessed when forecasting
external human resources supply.


• DEFINE human resources planning (HRP) and
DISCUSS its strategic importance.

Learning Outcomes

• EXPLAIN how organizations deal with a
shortage of human resources.



• DESCRIBE the ways in which a surplus of
human resources can be handled.

Human Resources Planning
(HRP)


“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.”


Strategic Importance of HRP
• meet strategic goals and objectives
• achieve economies in hiring new workers
• make major market labour demands
successfully
• anticipate and avoid shortages and
surpluses of human resources
• control or reduce labour costs



Helps organization:

continued

reserved.
Copyright © 2014 Pearson Canada Inc. All rights reserved

Market Labour Shortages

reserved.

Market Labour Shortages


Steps in the HRP Process

Step 2: Forecasting Future HR Needs (Demand)

Step 1: Forecasting the Availability of Candidates (Supply)


reserved.

Step 3: Planning and Implementing HR Programs to
Balance Supply and Demand

reserved.

Human Resources
Planning Model


Environmental Scanning
External environmental factors monitored include:
• economic conditions
• market and competitive trends
• social concerns (health care, childcare, educational
priorities)
• technological changes
• demographic trends



• new or revised laws relating to HR

• skills inventories and management
inventories
• replacement charts and replacement
summaries
• succession planning
• Markov Analysis



Forecasting Supply of Internal
Candidates

Skills Inventories
Management Inventories
•
•

summary of current employees’
education, experience, interests, and skills
used to identify eligibility for
transfer/promotion

Management inventories

•

•

summary of management employees
qualifications, skills, interests, managerial
responsibilities
used to identify eligibility for
transfer/promotion



Skills inventories

Replacement Charts
Replacement Summaries
Replacement charts

depiction of who will replace whom in the
event of a job opening

•

internal candidates age, present
performance rating, and promotability status
are listed

Replacement summaries

•

lists of likely replacements for each position

indicates relative
strengths/weaknesses, current
position, performance, promotability, age, an
d experience
•


•

reserved.

Sample Management
Replacement Chart


Succession Planning

• analysis of demand for managers and professionals
• audit and projection of likely future supply
• planning individual career paths, career counseling
• accelerated promotions
• planned strategic recruitment



• ensuring supply of successors for key jobs
so that careers can be effectively planned
and managed
• includes:

• a method of forecasting internal labour
supply that involves tracking the pattern of
employee movements through various jobs
and developing a transitional probability
matrix



Markov Analysis

reserved.

Markov Analysis


Forecasting Supply of
External Candidates
• general economic conditions
• interest rates, wage
rates, inflation, unemployment rates
• labour market conditions
• demographics: education
levels, age, gender, marital status
• occupational market conditions
• relevant occupations (as applicable):
e.g. engineers, skilled
labour, accountants, etc.


Market conditions assessed:

Trend analysis
• predict future needs based on past employment
levels
Ratio analysis
• ratio of business activity and number of employees
needed, e.g. sales revenue per salesperson
Scatter plot
• used to determine whether two factors (business
activity and staffing levels) are related
Regression analysis
• examines the statistical relationship between
business activity and employees


Forecasting HR Needs (Demand)
Quantitative Approaches

Nominal group technique
• involves a group of experts meeting face to face
• steps include independent idea
generation, clarification and open discussion, and
private assessment
Delphi technique
• judgmental forecasting method involving outside
experts as well as organizational employees
• ideas are exchanged without face-to-face
interaction and feedback is used to fine-tune until
consensus is reached



Forecasting HR Needs (Demand)
Qualitative Approaches

Summarizing Human Resources
Requirements
• a pictorial representation of all jobs
within the organization, along with the
number of current incumbents and future
employment requirements (monthly or
yearly) for each



Staffing table

reserved.

Staffing Table


Balancing Supply and Demand
Labour surplus

Labour shortage

• the internal supply of human resources
cannot meet the organization’s needs



• the internal supply of employees exceeds
the organization’s forecasted demand

•
•
•
•
•
•
•
•

hiring freeze/attrition
early retirement buyout programs
job sharing
work sharing
reduced workweek
layoff
termination
leave of absence



Responding to a Labour Surplus

Responding to a Labour Surplus
• survivor syndrome
• supplemental unemployment benefits
• severance package
•

pay

•

benefits

•

golden parachute

•

outplacement assistance



Considerations:

Responding to a Labour Shortage
• transfer
• promotion
• employee retention
External solutions:

• recruiting



Internal solutions:

Chapter 05 dessler 12-ce_ppt_ch05

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