Workforce Planning C234
Aging workforce, unemployment, and the economic impact of shifting form manufacturing to a service economy.
Workforce planning is also concerned with what challenges?
Short-range business planning
A business planning strategy involves developing short-term performance goals and annual operating plans.
Middle-range business planning
A business planning strategy that formulates the specific organizational goals and objects that the organization expects to achieve within the next two to five years.
Long range business strategy
A business planning strategy that identifies what an organization is about, what it expects to do, and why it exists.
O*Net
Occupational Information Network compiled by the United States Department of Labor. O*NET is an electronic library that lists all classifications of jobs. --Updated version of the Dictionary of Occupational Titles.
1. identify the gaps between future needs of the organization and the structure of the current organization 2. identify skills that the organization doesn't currently have, but will soon require
What are the goals of workforce planning?
1. long range 2. middle range 3. short-term planning
What are the three levels of human resource planning?
the necessary abilities that employees must have for their specific job
What are workforce characteristics?
The HR function that links workforce strategies with the goals of the organization
What is Workforce Planning?
Include them in the design
What is a way to help overcome line managers not supporting workforce planning activities?
to identify future needs of the organization
What is the purpose of workforce planning?
The difference between the current number of employees and the future number of employees desired
What looking at workforce planning - the gap analysis is evaluating what?
Methods of Job Analysis
Job performance, observation, interview, critical incidents, structured questionnaires
What is the purpose of human resource management?
-To meet the future needs for skilled employees through effective recruiting, training, and development. -To comply with laws and regulations that mandate planning (affirmative active) -To align the organization's goals with the goals of individual units, job requirements and employees. -To coordinate HR programs to recognize resource constraints while still achieving organizational goals
Build, buy and borrow strategy
1. Building the talent refers to redeploying, training, and developing the current workforce to meet the future needs of the organization 2. Buying the talent refers to recruiting and hiring employees. 3. Borrowing the talent refers to outsourcing, leasing, and contracting with others to get the work done
Supply Analysis
1. Categorizing Jobs a. The specific skill preparation and education requirements needed to perform the job. b. The degree of responsibility and location of the job in the organization hierarchy. c. The nature of the activities performed. 2. Human Resource Information Systems a. human resource planning b. EEO reports c. Compensation reports d. Personnel research e. Training-needs assessment 3. Sources of Employee Information
Major uses of an HRIS
1. Human resource planning a. to anticipate replacements and promotions 2. EEO reports a. to know how many employees of each gender and ethnic group are employed in each job category. 3. Compensation reports a. to obtain regarding how much each employee is paid, the overall compensation costs, and the financial costs of pay increases and other compensation changes. 4. Personnel Research a. to conduct research into such problems as turnover and absenteeism, or to discover the most productive places to look for new recruits. 5. Training-needs assessment a. to analyze employee performance in order to determining which employees need further training.
Purpose of Workforce Planning
1. Reduce costs by helping managements anticipate shortages or surpluses of human resources and correct imbalance before they become unmanageable and expensive. 2. Provide a better basis for planning employee development that makes optimum use of workers' attitudes. 3. Improve the over business planning process. 4. Provide more opportunity for women and minority groups in the future growth and strategic plans of the organization. 5. Promote greater awareness of the importance of sound human resources throughout all levels of the organization. 6. Provide a tool for evaluating the influence of various HR actions and policies.
Four Stages of Workforce Planning
1. Supply Analysis 2. Demand Analysis 3. Gap Analysis 4. Solution Techniques
Characteristics of Long Term Forecasting
1. Unit Demand a. requires managers to know what business activity will be performed by their units in future years b. determines how many people will be needed year by year to achieve their business objectives. 2. Expert Opinion a. least sophisticated approach to employment planning b. experts typically base their judgements on their own intuition or past experience, the opinion of others, or the economic and social conditions they observe 3. Pooling a. estimates can be pooled by asking experts to submit their individual opinions and then simply averaging their estimates 4. Group Consensus a. bringing experts together in a group discussion and ask them to achieve a consensus. 5. Delphi Technique a. having experts provide their best estimates of the future through a series of questionnaires or interviews b. information is collected by a person called an intermediary who summarizes it and then submits reports back to the experts. 6. Trend Analysis a. Trend and ration analysis from the past to indicate where the labor force is headed b. based on the statistical relationship between a factor related to employments and the employment level itself c. identifying the most appropriate factor related to employment is a critical step in making trend projections 7. Short-Term Forecasting a. predicting employment demands for a one-year period b. the responsibility for short-term forecasting usually belongs to the immediate supervisors and unit managers 8. Budgeting a. represents a plan of future business activity that includes financial and capital resources and human resource needs b. quality of forecasts is heavily influenced by a manager's ability to make accurate estimates. c. most business organizations rely on a "bottom-up" method of short-term forecasting in which unit managers identify their employments needs; the alternative approach is "top-down" approach d. Top-down approach occurs when top managers place constraints either in terms of budget allocations or number of employees and then require unit managers to plan their objectives given these constraints. 9. Work-load/Ratio Analysis a. most accurate method of short term forecasting is to use information about the actual work content based upon a job analysis of the work that needs to be accomplished. b. first step in work load analysis is to identify how much output the organization expects to achieve. This translates into the number of employee hours in each job category that will be required to achieve it.
HR professionals start by asking these questions of internal managers:
1. What are our key business goals and objectives for the next two years? 2. What are our greatest organizational strengths? 3. Who are our competitors' organizational strengths? How do we compare? 4. What are the top three priorities we must execute to reach our goals in the next six to 12 months? 5. What the three to five core capabilities we must have to win in our markets? 6. What are the required knowledge, skills and abilities (KSAs) needed to execute the strategy? 7. What types of skills and positions will be required? No longer needed? 8. What skills should we develop internally versus acquire externally (outsourcing, leased workers, hire)? 9. What actions need to be taken to align resources with priorities? 10. What are the most critical workforce issues we currently face? 11. What recognition/rewards are needed to encourage and sustain desired employee behavior?
Equal Employment Opportunity (EEO)'s then job categories to assist in categorizing jobs.
1. executive/senior level officials and managers 2. first/mid-level officials and managers 3. professionals 4. technicians 5. sales workers 6. office and clerical 7. craft workers 8. operatives 9. laborers 10. service workers
Major uses of job analysis information
1. human resource planning, where it is used to develop job categories 2. Recruiting, where it is used to describe job openings and advertise new positions 3. Selection, where it is used to identify the skills and activities that serve as the criteria for deciding which candidates to select 4. Orientation, where it is used to tell employees what activities they must perform 5. Evaluation where it is used to identify the standards and performance objectives against which employee are evaluated 6. Compensation, where it is used to evaluate job worth and to aid in developing a wage structure 7. Training, where it is used to conduct a training needs assessment by identifying the activities that employees ought to be able to perform. 8. Discipline, where it is used to identify standards of acceptable performance that employees are expected to achieve 9. Safety, where it is used to identify safe working procedures so that unsafe activities can either be changed or discontinued. 10. Job redesign, where it is used to analyze the characteristics of a job that need to be changed in a job redesign project 11. Legal protection, where it is used to identify the essential functions that people with disabilities must be able to perform. Job analysis information also protects the organization in other disputes, such as unemployment compensation and wage and hour claims
Reasons for employees leaving their positions
1. retirement 2. death or disability 3. layoffs 4. discharge 5. quits 6. promotions within the company or another division
Solution Techniques
After a gap analysis is conducted, HR will implement a plan to obtain the desired number of employees in a given time frame.
Gap Analysis
After supply and demand are evaluated, HR will perform a gap analysis to determine the gap between the current and the desired labor force.
Younger labor force
All of the following are environmental factors that are affecting the available labor market, EXCEPT government regulations younger labor force more dual career couples technological advances
Long Term Forecasting
Analyzing staffing needs for a 2-to-10-year window--will be adjusted on a rolling basis. This analysis should be based on strategic business plans.
1. communicate industry needs a. constantly changing knowledge and skill demands need to be communicated to potential workers, career development professionals, and education and training providers. 2. career exploration and guidance a. as people prepare to enter the labor force; they need help gathering information on potential careers and learning about the education and training required. 3. career paths, ladders and lattices a. as people plans their careers, they need information for identifying the education and training required to progress up a career ladder and along a career lattice 4. Workforce planning a. effective planning requires a match between the competences required by an organization and the competencies available in the workforce 5. Curriculum development and evaluation a. training should be planned and evaluated on competency-based objectives 6. HR services to business a. competency models support HR functions such as creating position descriptions, developing selection criteria, making placement decisions, and assessing performance. 7. Certification and licensure a. credential requirements for certification or licensure require standards to measure proficiency
Competency models are expected to facilitate the following objectives:
Career Management
Effective workforce planning supports career management programs within the organization and helps retain valued employees. Effective workforce planning reduces employee turnover and absenteeism.
Demand Analysis
HR planning system that forecasts future employee needs. This analysis will answer these questions: What employees will be needed in the future? What kinds of skills and talents will the employees need? When will the new employees be needed?
The organization as well as the individual employees
Human Resource Information Systems can help who?
Sources of Employee Information
Information about each employee, collected by many sources and stored in HRIS. You can collect this information from the following sources: Application Forms Performance Evaluations Personnel Change Notices Disciplinary Actions Reports Payroll Data
the workforce and organizational performance
Over the last few decades, executives have come to realize the important relationship between _______ and _______.
-determining which individuals to recruit -finding talented individual individuals -reaching talented individuals -when to recruit -determining who should be involved in recruitment -attracting talented individuals -planning interviews for potential employees -managing the recruitment process -evaluating the recruitment process
Recommendations for building and effective recruitment model
Workforce Planning
The HR function that links workforce strategies with strategic goals and objectives of the organization. Workforce planning is about forecasting staffing needs, helping to ensure that the organization has the right number of employees, with the right skills, at the right time.
the number of individuals (inventory) or positions (requirements) distributed across the organizational levels within the firm.
The distribution of workforce characteristics describes the occurrence of an employee characteristic within the organization. Distribution can be measured as _______.
Competency
The knowledge, skills, abilities, and behaviors that are essential for successful performance
Recreuitment
The process of attracting potential job applicants from the external labor force
Building Blocks template created by the department of labor
Tier 1: personal effectiveness competencies Tier 2: academic competencies, including cognitive functions and thinking styles Tier 3: workplace competencies that represent motives and traits as well as interpersonal and self-management styles Tier 4: industry-wide competencies Tier 5: competencies specific to a sector within an industry Tiers 6 & 7: competencies for specific occupations within an industry. These tiers are associated with the knowledge, skills, and abilities identified for numerous occupations.
True
True or False: Employees seek jobs that provide a challenge as well as provide the freedom and support to make decisions that they feel will help the organization reach its strategic goals and objectives.
a job description and a job specification
Two of the primary outcomes from a job analysis are
low, high
When the economy is strong, unemployment rates are likely to be _______, whereas is the economy is weak, unemployment rate are likely to be _______.
Patents
Which of the following is least likely to be a component of environmental scanning? labor supply patents social and cultural changes legal changes
how effectively they attract new employees and manage job loss.
Workforce planning activities are evaluated by ________.
Training and Development
Workforce planning helps the organization
Workforce planning
______ encompasses the whole range of societal, demographics, economic, and government regulatory factors that influence changes in the workforce.
Human Resource Information Systems HRIS
a computer system used to acquire, store, manipulate, analyze, retrieve, and distribute information related to an organization's human resources
External Supply Forecasting
assesses the environmental factors that affect the available labor market such as: aging of labor force fewer available workers between the ages of 16 and 24 more dual career couples more working women with young children more working people with older parents to care for technological advances government regulations
Turnover Analysis
estimating the number of employees that are expected to leave in a given amount of time
Solution Analysis
examines how an organization can get what it needs within a budget constraint by using the build, buy or borrow strategy.
Job specification
identifies the minimum acceptable qualifications required for an employee to perform a job adequately
Job descriptions
identify the essential functions of a job and provide information concerning a job's duties and responsibilities. They should explain what employees do, how they do it, and the conditions under which they do it.
Skills Inventories
information on each employee's education, skills, experience, and career aspirations; should be stored in HRIS
Workforce characteristics
integral characteristics of the workforce that are necessary for organizational success, which can be influenced by human resource management policy decisions.
Competency modeling
refers to the process of determining the specific competencies associated with being a successful high performer in a particular occupation or industry
Environmental scanning
the long-range analysis of employment and consists of a careful analysis of the composition of the labor force, including changes, social and cultural changes, changes in the labor supply, and changes in laws and regulatory agencies.
Job Analysis
the process of getting detailed information about jobs
Job Analysis
the process used to study the work done by employees and consists of the following things: 1. the activities an employee performs 2. the tools, equipment, and work aids that an employee uses 3. the working conditions under which the activities are performed
Recruitment and Selection
workforce planning indicates how many and what type of people the organization needs to recruit. Recruitment influences the pool of available job applicants and the influences the needs for selection and placement.