人力資源管理專業(yè)英語Chapter-2-Human-Resource-Planning(ppt文檔)課件

1、Professional English for Human Resource ManagementChapter2 Human Resource Planning 人力資源管理專業(yè)英語第二章 人力資源規(guī)劃Contents目錄Key Words 【重點(diǎn)詞匯】2.1 Introduction of Human Resource Planning 人力資源規(guī)劃簡(jiǎn)介2.2 Steps in Conduction of HRP 人力資源規(guī)劃步驟2.3 HRP Forecasting 人力資源預(yù)測(cè)Key WordsHRP 人力資源規(guī)劃 Trend Analysis 趨勢(shì)分析Ration Analysis

2、 比率分析Replacement Chart 替代圖Scatter Plot 散點(diǎn)分析Succession Planning 人員接續(xù) Delphi Technique 德爾菲法 Key WordsNominal Group Technique 名義小組 Unit-demand Forecasting 單位需求預(yù)測(cè) Statistical Regression Analysis 統(tǒng)計(jì)回歸分析 Markov Analysis 馬爾科夫矩陣 Skill Inventory 技能清單 Demand and Supply Forecasting 需求和供給預(yù)測(cè) 2.1 Introduction of

3、Human Resource planning 人力資源規(guī)劃簡(jiǎn)介 1.Definition of HRP 人力資源規(guī)劃的定義 Human resource planning is the process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. HRP determines the numbers and types of employees to be recruited into

4、 the organization or phase out of it. 2.1 Introduction of Human Resource Planning2.Why Should Make HRP? 為什么制定人力資源規(guī)劃？ The reason why should make HRP is the changing of the environment. The main function of HRP is to make necessary HR policies and measures and the ultimate aim of HRP is to benefit bot

5、h the organization and individuals. Human resource planning is the key link between a firms strategic plan and its overall human resource management function. 2.1 Introduction of Human Resource Planning Human resource planning is also the plan formulated for the recruiting, screening, compensation,

6、training, job structure, promotion, and work rules of an organizations human resources. 2.1 Introduction of Human Resource Planning3. Factors Influencing HRP 影響人力資源規(guī)劃的因素 Economic Forces Human resource planning is influenced by national employment and economic policy planningNational economic policy

7、planning sets the stage for national policy in training and education and the level of economic activity through monetary and fiscal policy 2.1 Introduction of Human Resource PlanningGovernment Influences Another major element that affects labor supply is the government. HRP must be done by individu

8、als who understand the legal requirements of various government regulations Government trade policies and restrictions can affect HR planningTax legislation levels also affect HR planning. 2.1 Introduction of Human Resource PlanningThe Labor Market To a great extent, organizations view the labor mar

9、ket as a pool of skills and abilities that will be tapped as the need arises. For most job requirements, employees with appropriate skills and abilities are readily available. There are four main determinants of the labor supply：the size, age, sex, and educational composition of the population; the

10、demand for goods and services in the economy; the nature of production technology and the labor force participation rates. 2.1 Introduction of Human Resource PlanningSkill Changes and Personnel Shortages Changes in the labor market have led to skill shortages as well as areas of oversupply. When the

11、 human resource skill mix differs significantly from the skills required by employers, personnel shortages develop. Employers have jobs open but cannot find people with the skills neededMany people who want jobs are not hired because they do not have the skills demanded. 2.1 Introduction of Human Re

12、source PlanningOrganizations Growth Objectives Growth or retrenchment objectives drive the human resource planIf an organization decides to scale back，retrench，or restructure，people will be let go. If a company grows rapidly with little retrenchment, employment expandsGrowth objectives are a key par

13、t of an organizations overall strategic plan. Almost all strategic plans deal with the size the company wishes to be in the future. 2.1 Introduction of Human Resource PlanningGeographic and Competitive Concerns Employers must consider the following geographic and competitive concerns in making HR pl

14、ans: net migration into the area; other employers in the area; employee resistance to geographic relocation; direct competitors in the area; impact of international competition on the area.2.1 Introduction of Human Resource Planning4. HRP Responsibilities 人力資源規(guī)劃職責(zé) Both the top HR executive and subor

15、dinate staff specialists have the responsibilities for the HR planning. Other managers must provide data for the HR specialists to analyze and receive data from the HR department. 2.1 Introduction of Human Resource Planning2.1 Introduction of Human Resource PlanningHR DepartmentOther Managers Prepar

16、es objectives for HRP Participates in strategic planning process for overall organization Designs HRP data systems Compiles and analyzes data from managers on staffing needs Identifies HR strategies Implements HR plan as approved by top management Identify supply-and-demand needs for each division/d

17、epartment Review/discuss HRP information with HR specialists Integrate HR plan with departmental plans Monitor HR plan to identify changes needed Review employee succession plans and career paths in line with HR planFigure 2-1 Typical HRP Responsibilities 2.2 Steps in Conduction of HRP 人力資源規(guī)劃步驟 2.2

18、Steps in Conduction of HRP There are three key elements of the process, and they are forecasting the demand for HR, forecasting the supply of candidates, and balancing demand and supply. Each factor will help top managers and supervisors to meet their staffing requirement. 2.2 Steps in Conduction of

19、 HRP To better understand the contents and the process of HRP, we established two related models.Content Model of HRP Human resource planning has intense connection with other functions of human resource management. The following figure(figure2-2) shows the relationship between them. 2.2 Steps in Co

20、nduction of HRP Companys ObjectiveEmployee RecruitmentTraining & DevelopmentHRPJob AnalysisPerformance AppraisalTesting& SelectionCareer PlanningCompensation SystemLabor RelationshipFigure 2-2 Content Model of HRP2.2 Steps in Conduction of HRP Process Model of HRP Establish objectives Collect inform

21、ation Forecast the demand of HRAnalyze the supply of HR Make HRP Implement the HRP Collect the feedback information Figure 2-3 illustrates the seven stages in the process of HRP. 2.2 Steps in Conduction of HRP Establish ObjectivesAnalysis of the Supply of HRCollect informationForecasting Demand of H

22、RCollect Feedback InformationImplement of HRPMake HRPFigure 2-3, Process Model of HRP 2.3 HRP Forecasting 人力資源預(yù)測(cè) 2.3 HRP Forecasting A key component of HRP is forecasting the number and type of people needed to meet organizational objectives. A variety of organizational factors, including competitiv

23、e strategy, technology, structure, and productivity，can influence the demand for labor HR forecasting should be done over three planning periods: short range, intermediate, and long range. 2.3 HRP Forecasting 1.Forecasting The Demand For HR 人力資源需求預(yù)測(cè) There are two approaches to HR forecasting: quanti

24、tative and qualitative. When concentrating on human resources needs, forecasting is primarily quantitative in nature and, in large organizations, is accomplished by trained specialists. Quantitative approaches to forecasting can employ sophisticated analytical models, although forecasting may be as

25、informal as having one person who knows the organization anticipate future HR requirements. 2.3 HRP Forecasting Quantitative Approaches Quantitative approaches to forecasting are usually used by theoreticians and professional planners. Trend analysis Ratio analysis Statistical regression analysis Th

26、e scatter plot Computerized forecast 2.3 HRP Forecasting Qualitative Approaches In contrast to quantitative approaches, qualitative approaches to forecasting are less statistical, attempting to reconcile the interests, abilities, and aspirations of individual employees with the current and future st

27、affing needs of an organizationManagerial judgment Delphi technique Nominal group technique Unit-demand forecasting 2.3 HRP Forecasting 2.Forecasting the Supply Of Candidates 預(yù)測(cè)人員的供給 Once an organization has forecast its future requirements for employees, it must then determine if there are sufficie

28、nt numbers and types of employees available to staff anticipated openings. As with demand, the process involves both tracking current levels and making future projections. 2.3 HRP Forecasting (1)Internal labor supplyStaffing tables Markov analysis Skill inventories Replacement charts Succession planning 2.3 HRP Forecasting (2)External Labor Supply When an organization lacks an internal supply of employ