Attention!!!!!

These PPT Slides are only the outline of the main

lectures from the book Staffing Organizations by

Herbert G.Henemann iii,Timothy A.Judge & John
D.Kammeyer-Mueller.
Book reading is a must and only following these
slides are strictly forbidden.

PLANNING
CHAPTER 3

Planning
HR Planning is the process of
forecasting the organizations future
employment needs and then
developing action staffing plans and
programs

Constraints
External
Government Laws

and Regulations
Union
Economic
Conditions
Labor Market/Force

Internal
Strategy
Goals
Organizational Culture
Nature of Task
Work Group

Composition
Leadership Style

Economic Conditions
Economic expansion and contraction
Job growth & job opportunities
Internal labor market mobility
Turnover rates

Labor Markets
Labor demand: employment patterns KSAOs sought
Labor supply: labor force, demographic trends,

KSAOs available
Labor shortages & surpluses
Employment arrangements

Labor Unions
Negotiations
Labor contracts: staffing levels, staffing quality,

internal movement
Grievance systems

Human Resource Planning (Ex. 3.5)

1. Determine future Human Resource requirements
2. Determine future Human Resource availabilities
3. Conducting external and internal environmental
scanning
4. Determine gaps
5. Develop action plans to close gaps

Initial Decisions
Comprehensiveness of Planning
Planning Time Frame
Job Categories & Levels
Head Count (Current Workforce)- FTEs
Roles & Responsibilities

Forecasting HR Requirements
Statistical Techniques- Ex.

3.7
Ratio Analysis
Regression Analysis
Judgmental Techniques

(Human Decision Making)

Forecasting HR Availabilities
Existing
employees may:
stay in same job
be promoted
transfer
be demoted
exit

Forecasting HR Availabilities
Statistical Techniques
Markov Analysis

Judgmental Techniques
Executive reviews
Succession Planning (Ex. 3.10)
Vacancy Analysis (Ex. 3.11)

Markov Analysis (Ex. 3.9)

Limitations
Small samples yield unstable estimates of future
availabilities
Cant detect multiple moves during specified time
period
Job category shouldnt be too broad (unit of
analysis)
Doesnt explain underlying causes among specific
employees

Environmental Scanning
External
Internal
Tracking trends & developments Understanding and keeping
in the outside world
current on developments within
Conferences
the organization
Publications
Quality of work life
Media
Strategic plans
Attitudinal surveys
What does the labor market
look like for geologists over
Accident reports
the next 5 years?
Training
Will current employees be
available in the next 5 years?

Gap Reconciliation (Ex. 3.13)

Review Current

Workforce
Determine Gap
Requirements
- Availabilities
= Surplus or
(Shortage)

Considerations
Promotions
Transfers
Retirements
Voluntary Turnover
Layoffs

When is the gap

material?

Action Planning
Staffing Objectives (headcount or qualifications)
Generating Alternative Staffing Activities
Assessing Alternatives
Choosing Alternatives

What do we do and how? Any contingencies?

Alternative Staffing
Activities (Ex. 3.15)
Surplus
Hiring freeze/attrition
Layoffs
Transfer
Retrain
Retirement incentives
Reduce work week
Reduce part-time and
contingency workers
Transfer work in

Shortage
New Hires
Recalls
Transfer
Training/Retrain
Overtime
Part-time
Contingent workers
Transfer work out

Workforce
Core Workforce:
Regular Full-time
Part-time (Job Sharing)
+ Stability, Continuity, Predictability & Qualification Control
- Costly, Lock-in, Legal Compliance
Flexible Workforce:
Temporary (agency) or staffing firms (Ex. 3.19)
Independent Contractors
+ Flexibility, Cost effectiveness, Market Abilities, & Fit
- Qualification Control, Learning Curves, Morale

Staffing Philosophy (Ex. 3.17)

INTERNAL

Advantages: Positive employee reactions to promotion

within
Quick method to identify job applicants
Less expensive
Little orientation time required
Disadvantages: No new KSAOs into the organization
May perpetuate under representation issues
Small labor market to recruit from
Employees may require more training time

Staffing Philosophy (Ex. 3.17)

EXTERNAL

Advantages: Brings employees in with new KSAOs

Larger number of minorities to draw from
Large Labor market to draw from
Employees may require less training time
Disadvantages: Negative reaction by internal applicants
Time consuming to identify applicants
Expensive to search external labor market
New Employees require more orientation time

Staffing Flows (Ex. 3.18)

Eligible labor force
Potential applicant

population
Applicants
Candidates
Finalists
Offer Receiver
New Hires

Affirmative Action Plans (AAPs)

(See Ex. 3.20)
1. Quantitative analysis
2. Placement goals
3. Action plans

AA Programs Regulations
Organizational profile
Job group analysis
Availability determination
Placement goals
Designation of responsibility
Identification of problem areas
Action-oriented programs
Internal audit and reporting

Legality of AAPs

1.
2.
3.

4.
5.
6.

The plan should have as its purpose remedying

specific past discrimination.
There should be definite underutilization of women
and/or minorities currently in the organization.
Regarding non-minorities/males, the plan should
not unsettle their legitimate expectations result in
their discharge, and not create an absolute bar to
their promotion.
The plan should be temporary, and eliminated once
aa goals have been achieved.
All candidates should be qualified for the positions.
The plan should include enforcement mechanisms
and a grievance procedure.