�ݺ�ߣ

Human Resource Management TENTH EDITON Strategic Human Resource Management © 2003 Southwestern College Publishing. All rights reserved. PowerPoint Presentation by Charlie Cook SECTION 1 Nature of Human Resource Management Chapter 2 Robert L. Mathis  John H. Jackson

Learning Objectives After you have read this chapter, you should be able to: Discuss why human resources can be a core competency for organizations. Define HR planning, and outline the HR planning process. Specify four important HR benchmarking measures. Identify factors to be considered in forecasting the supply and demand for human resources in an organization.

Learning Objectives (cont’d) Discuss several ways to manage a surplus of human resources. Identify what a human resource information system (HRIS) is and why it is useful when doing HR planning.

Human Resources as a Core Competency Strategic Human Resources Management Organizational use of employees to gain or keep a competitive advantage against competitors. Core Competency A unique capability in the organization that creates high value and that differentiates the organization from its competition.

Possible HR Areas for Core Competencies Figure 2 –1

HR-Based Core Competencies Organizational Culture The shared values and beliefs of the workforce Productivity A measure of the quantity and quality of work done, considering the cost of the resources used. A ratio of the inputs and outputs that indicates the value added by an organization. Quality Products and Services High quality products and services are the results of HR-enhancements to organizational performance.

Customer Service Dimensions Figure 2 –2

Factors That Determine HR Plans Figure 2 –3

Linkage of Organizational and HR Strategies Figure 2 –4

Human Resource Planning Human Resource (HR) Planning The process of analyzing and identifying the need for and availability of human resources so that the organization can meet its objectives. HR Planning Responsibilities Top HR executive and subordinates gather information from other managers to use in the development of HR projections for top management to use in strategic planning and setting organizational goals

Typical Division of HR Responsibilities in HR Planning Figure 2 –5

Human Resource Planning (cont’d) Small Business and HR Planning Issues Attracting and retaining qualified outsiders Management succession between generations of owners Evolution of HR activities as business grows Family relationships and HR policies

HR Planning Process Figure 2 –6

HR Planning Process HR Strategies The means used to anticipate and manage the supply of and demand for human resources. Provide overall direction for the way in which HR activities will be developed and managed. Overall Strategic Plan Human Resources Strategic Plan HR Activities

Benefits of HR Planning Better view of the HR dimensions of business decisions Lower HR costs through better HR management. More timely recruitment for anticipate HR needs More inclusion of protected groups through planned increases in workforce diversity. Better development of managerial talent

Scanning the External Environment Environmental Scanning The process of studying the environment of the organization to pinpoint opportunities and threats. Environment Changes Impacting HR Governmental regulations Economic conditions Geographic and competitive concerns Workforce composition

Employers’ Use of Part-Time Workers Figure 2 –7 Source: Adapted from “”Part-Time Employment,” (NY: The Conference Board, n.d.) vol. 6 #1.

Internal Assessment of the Organizational Workforce Auditing Jobs and Skills What jobs exist now? How many individuals are performing each job? How essential is each job? What jobs will be needed to implement future organizational strategies? What are the characteristics of anticipated jobs?

Internal Assessment of the Organizational Workforce Organizational Capabilities Inventory HRIS databases —s ources of information about employees’ knowledge, skills, and abilities (KSAs) Components of an organizational capabilities inventory Workforce and individual demographics Individual employee career progression Individual job performance data

Forecasting HR Supply and Demand Forecasting The use of information from the past and present to identify expected future conditions. Forecasting Methods Judgmental Estimates — asking managers’ opinions, top-down or bottom-up Rules of thumb —using general guidelines Delphi technique — asking a group of experts Nominal groups —reaching a group consensus in open discussion

Forecasting HR Supply and Demand Forecasting Methods (cont’d) Mathematical Statistical regression analysis — Simulation models Productivity ratios — units produced per employee Staffing ratios — estimates of indirect labor needs Forecasting Periods Short-term —less than one year Intermediate —up to five years Long-range —more than five years

Forecasting Methods Figure 2 –8

Forecasting HR Supply and Demand Forecasting the Demand for Human Resources Organization-wide estimate for total demand Unit breakdown for specific skill needs by number and type of employee Develop decision rules (“fill rates”) for positions to be filled internally and externally. Develop additional decision rules for positions impacted by the chain effects of internal promotions and transfers. Forecasting the Supply for Human Resources External Supply Internal Supply

Forecasting HR Supply and Demand Forecasting External HR Supply Factors affecting external Net migration for an area Individuals entering and leaving the workforce Individuals graduating from schools and colleges Changing workforce composition and patterns Economic forecasts Technological developments and shifts Actions of competing employers Government regulations and pressures Other factors affecting the workforce

Forecasting HR Supply and Demand Forecasting Internal HR Supply Effects of promotions, lateral moves, and terminations Succession analysis Replacement charts Transition matrix (Markov matrix) Exit Manager Supervisor Line Worker Manager .15 .85 .00 .00. Supervisor .10 .15 .70 .05 Line Worker .20 .00 .15 .65

Estimating Internal Labor Supply for a Given Unit Figure 2 –9

Managing Human Resource Surplus or Shortage Workforce Reductions and the WARN Act Identifies employer requirements for layoff advance notice. 60-day notice to employees and the local community before a layoff or facility closing involving more than 50 people. Does not cover part-time or seasonal workers. Imposes fines for not following notification procedure. Has hardship clauses for unanticipated closures or lack of business continuance capabilities.

Managing Human Resource Surplus or Shortage Workforce Realignment “ Downsizing”, “Rightsizing”, and “Reduction in Force” (RIF) all mean reducing the number of employees in an organization. Causes Economic —weak product demand, loss of market share to competitors Structural —technological change, mergers and acquisitions

Managing Human Resource Surplus or Shortage Workforce Realignment (cont’d) Positive consequences Increase competitiveness Increased productivity Negative consequences Cannibalization of HR resources Loss of specialized skills and experience Loss of growth and innovation skills Managing survivors Provide explanations for actions and the future Involve survivors in transition/regrouping activities

Managing Human Resource Surplus or Shortage Downsizing approaches Attrition and hiring freezes Not replacing departing employees and not hiring new employees/ Early retirement buyouts Offering incentives that encourage senior employees to leave the organization early. Layoffs Employees are placed on unpaid leave until called back to work when business conditions improve. Employees are selected for layoff on the basis of their seniority or performance or a combination of both.

Managing Human Resource Surplus or Shortage Downsizing approaches (cont’d) Outplacement services provided to displaced employees to give them support and assistance: Personal career counseling Resume preparation and typing services Interviewing workshops Referral assistance Severance payments Continuance of medical benefits Job retraining

Dealing with Downsizing Investigate alternatives to downsizing Involve those people necessary for success in the planning for downsizing Develop comprehensive communications plans Nurture the survivors Outplacement pays off

Assessing HR Effectiveness Diagnostic Measures of HR Effectiveness HR expense per employee Compensation as a percent of expenses HR department expense as a percent of total expenses Cost of hires Turnover rates Absenteeism rates Worker’s compensation per employee

Overview of the HR Evaluation Process Figure 2 –10

Assessing HR Effectiveness HR Audit A formal research effort that evaluates the current state of HR management in an organization Audit areas: Legal compliance (e.g., EEO, OSHA, ERISA, and FMLA) Current job specifications and descriptions Valid recruiting and selection process Formal wage and salary system • Benefits Employee handbook Absenteeism and turnover control Grievance resolution process Orientation program • Training and development Performance management system

Using HR Research for Assessment HR Research The analysis of data from HR records to determine the effectiveness of past and present HR practices. Primary Research Research method in which data are gathered first-hand for the specific project being conducted. Secondary Research Research method using data already gathered by others and reported in books, articles in professional journals, or other sources.

HR Performance and Benchmarking Benchmarking Comparing specific measures of performance against data on those measures in other “best practice” organizations Common Benchmarks Total compensation as a percentage of net income before taxes Percent of management positions filled internally Dollar sales per employee Benefits as a percentage of payroll cost

Doing the Benchmarking Analysis Return on Investment (ROI) Calculation showing the value of expenditures for HR activities. A = Operating costs for a new or enhance system for the time period B = One-time cost of acquisition and implementation C = Value of gains from productivity improvements for the time period

HR Business Performance Calculations Figure 2 –11a Source: Adapted from Jac Fitz-Enz, “Top 10 Calculations for Your HRIS,” HR Focus , April 1998, S-3.

HR Business Performance Calculations Figure 2 –11b Source: Adapted from Jac Fitz-Enz, “Top 10 Calculations for Your HRIS,” HR Focus , April 1998, S-3.

Doing the Benchmarking Analysis Economic Value Added (EVA) A firm’s net operating profit after the cost of capital (minimum rate of return demanded by the shareholders) is deducted. Cost of capital is the benchmark for returns for all HR activities. Utility analysis Analysis in which economic or other statistical models are built to identify the costs and benefits associated with specific HR activities

Human Resource Information Systems Human resource information systems (HRIS) An integrated system of hardware, software, and databases designed to provide information used in HR decision making. Benefits of HRIS Administrative and operational efficiency in compiling HR data Availability of data for effective HR strategic planning Uses of HRIS Automation of payroll and benefit activities EEO/affirmative action tracking

Uses of an HR Information System (HRIS) Figure 2 –12

Designing and Implementing an HRIS HRIS Design Issues What information available and what is information needed? To what uses will the information be put? What output format compatibility with other systems is required? Who will be allowed to access to the information? When and how often will the information be needed?

Accessing the HRIS Intranet An organizational (internal) network that operates over the Internet. Extranet An Internet-linked network that allows employees access to information provided by external entities. Web-based HRIS Uses Bulletin boards Data access Employee self-service Extended linkage

�ݺ�ߣ

Hrm10e Chap02

Recommended

More Related Content

What's hot (20)

Similar to Hrm10e Chap02 (20)

More from Phùng Đức Việt (16)

Hrm10e Chap02