人力資源管理3(雙語)課件

1、Chapter 3Planning for Human ResourcesLearning ObjectivesUnderstand how human resource planning contributes to a firms competitive advantage.Identify the advantages of integrating human resources planning and strategic planning.Explain why and how human resource planning activities are conducted.Desc

2、ribe how HRM practices are developed in response to an HR planHR PlanningJob AnalysisRecruitmentSelectionWorkplace JusticeUnionsSafety & HealthInternationalCompetenceMotivationWork AttitudesOutputRetentionLegal ComplianceCompany ImageCostLeadershipProductDifferentiationTraining/Develop.Performance A

3、pp.CompensationProductivity Imp.HRM and Competitive AdvantageOpening Case: Gaining Competitive Advantage at General MotorsProblem: Time spent completing HR transactions hurts employee and HR productivitySolution: Developing an employee services center websiteThe website has saved GM time and money b

4、y:Costing less than a nickel a minuteFreeing employees time, improving speed and quality of their workImproving the productivity of the HR DepartmentHuman Resource Planning“process of identifying and responding toorganizational needs andcharting new policies, systems, and programsthat will assure ef

5、fective human resource management under changing conditions”Employee Flows in an OrganizationExternal RecruitsRecallsQuitsRetirementsDeathsLayoffspromotionsdemotionsinternal transfersHuman Resource Planninggetting the right people at the right placeat the right timeLinking HR Planning Practices to C

6、ompetitive AdvantageEffective HR PlanningEmployee MovementsInto, Within, and Out Of Organization Are Smooth/Less DisruptiveSound HRMDecision MakingTransition Costs AreMinimizedSelect High-Quality ApplicantsRetain High-PerformingEmployeesLowerCostsIncreasedEmployeeCompetenceCompetitiveAdvantageStrate

7、gic PlanningThrough the strategic planning process, organizations determine where they are going. The process typically consists of the following activities:Determine the organizational mission. Scan the organizational environment.Set strategic goals.Formulate a strategic plan, part of which address

8、es human resource needs.Strategic PlanningStep 1: Determine the organizational missionMission statementA declaration of the organizations overall purposeDefines the basic business scope and operations that distinguish the organization from others of a similar natureAnswers the questions: “Why does o

9、ur organization exist?” “What unique contributions can it make?Strategic PlanningStep 3: Set strategic goalsSpecify the desired outcomes that must be reached if the firm is to accomplish its mission Strategic goals should be:Specific ChallengingMeasurable Strategic PlanningStep 4: Formulate a strate

10、gic planSpecifies the courses of action a firm must take in order to meet its strategic goals Formulated by:Translating organizational goals into more narrow functional or departmental goals Devising strategies for meeting these goals Clarify performance expectations and future management methods: v

11、alues, guiding principles business mission objectives and priorities resource allocationsIdentify people-relatedbusiness issuesDefine HR strategies,objectives, and action plansImplement HRprocesses, policies and practicesImplement processes toachieve desired results: business goals company strengths

12、/weaknesses external opportunities/threats source of competitive advantageEstablish the context: business goals company strengths/weaknesses external opportunities/threats source of competitive advantageStrategic AnalysisStrategyFormulationStrategy ImplementationHuman Resource PlanningIntegrating HR

13、P and Strategic PlanningAdapted from: James W. Walker, “Integrating the Human Resource Function with the Business,” Human Resource Planning 14, no. 2 (1996): 5977. Reprinted with permission.Human Resource Planning Model. Collect InformationA. From the External Environment 1.Economy-General and Speci

14、fic Industry 2. Technology 3. Competition 4. Labor Markets 5. Demographic and Social Trends 6. Government RegulationsHuman Resource Planning Model. Collect InformationB. From Inside the Organization 1. Strategy 2. Business Plans 3. Current Human Resources 4. Rates of Turnover and MobilityHuman Resou

15、rce Planning Model.Forecast Demand for Human ResourcesA. Short-and Long-TermB. Aggregate or Individual Positions. Forecast Supply of Human ResourcesA. Internal SupplyB. External SupplyHuman Resource Planning Model. Plan and Conduct Needed Programs A. Increase or Reduce Work Force Size B. Change Skil

16、l Mix C. Develop Managerial Succession Plans D. Develop Career Plans. Feedback on the Planning Process A. Were the Forecasts Accurate? B. Did the Programs Meet the Needs?Forecasting Demand for EmployeesDefinitionMethodsMethodsQuantitative Methods /Managerial judgement /Judgmental methodsQualitative

17、Methods /Statistical approachesStatistical Approaches to Demand ForecastingTrend analysisRatio analysisRegression analysisJudgmental Methods of Demand ForecastingGroup brainstormingSales force estimatesDelphi MethodSupply ForecastingDefinitionMethodsDefinitionSupply forecasting:A process used to est

18、imate which organizational positions will be filled at some future point in time.Supply AnalysisMarkov AnalysisSkills InventoriesReplacement ChartsStaffing TablesSuccession PlanningTools of Internal Supply AnalysisAn Executive Replacement ChartManagement Replacement Chart Showing Development Needs o

19、f Future Divisional Vice PresidentMarkov analysis（馬可夫分析法）Method for tracking the pattern of employee movements through various jobs.Hypothetical Markov Analysis for a Retail CompanyForecasting Labor SupplyBeginning Inventory125- Quits 5- Retirements 2- Demotions Out 1Total 117+ Transfers In 3+ Promo

20、tions In 2Forecasted Internal Supply122Forecasting Supply of Employees: External Labor SupplyFactors Influencing the External Labor Supply:Demographic changes in the populationNational and regional economicsEducation level of the workforceDemand for specific employee skillsPopulation mobilityGovernm

21、ental policiesIf a shortage of employee is expectedRe-engineer to reduce needsAttempt to reduce turnoverWork present staff overtimePostpone retirementRehire retired employees part-timeRecruit new full-time employeesSubcontract work to another firmHire temporary employeesIf a surplus of employee is expectedExpand operations Reduce work hoursWork sharingPay reductionEmployee training or equipment maintenanceEarly retirementHiring freezeLayoffstempo