anChapter 5
Human Resource Planning

and Job Analysis

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 1

Introduction

Human resource planning is a process by which an organization ensures that
 it has the right number and kinds of people
 at the right place

 at the right time
 capable of effectively and efficiently completing those tasks that will help the organization achieve its overall strategic objectives

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 2

Introduction

HR planning must be
 linked to the organization’s overall strategy to compete domestically and globally
 translated into the number and types of workers needed

Senior HRM staff need to lead top management in planning for HRM issues.
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 3

An Organizational Framework

A mission statement defines what business the organization is in, including
 why it exists

 who its customers are
 strategic goals set by senior management to establish targets for the organization to achieve

Goals are generally defined for the next 5-20 years.
Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 4

Linking Organizational Strategy to HR Planning

During a corporate assessment,
 SWOT (Strengths-Weaknesses-OpportunitiesThreats) analysis determines what is needed to meet objectives
 strengths and weaknesses and core competencies are identified

HRM determines what knowledge, skills, and abilities are needed by the organization’s human resources through a job analysis.

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 5

Linking Organizational Strategy to HR Planning

STRATEGIC DIRECTION mission objectives and goals

HR LINKAGE determining organization’s business setting goals and objectives strategy

determining how to attain goals and objectives

structure

determining what jobs need to be done and by whom

people

matching skills, knowledge, and abilities to required jobs

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 6

Linking Organizational Strategy to HR Planning

HR must ensure staff levels meet strategic planning goals.
 An HR inventory report summarizes information on current workers and their skills
 HR information systems (HRIS)
 process employee information
 quickly generate analyses and reports
 provide compensation/benefits support

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 7

Linking Organizational Strategy to HR Planning

Succession planning includes the development of replacement charts that
portray middle- to upper-level management positions that may become vacant in the near future
list information about individuals who might qualify to fill the positions

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 8

Linking Organizational Strategy to HR Planning

HR must forecast staff requirements.
 HR creates an inventory of future staffing needs for job level and type, broken down by year  forecasts must detail the specific knowledge, skills, and abilities needed, not just “we need
25 new employees”

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 9

Linking Organizational Strategy to Human Resource Planning

HR predicts the future labor supply.

 a unit’s supply of human resources comes from:
 new hires
 contingent workers
 transfers-in
 individuals returning from leaves

 predicting these can range from simple to complex  transfers are more difficult to predict since they depend on actions in other units

Fundamentals of Human Resource Management, 10/e, DeCenzo/Robbins

Chapter 5, slide 10

Linking