Unit 2 Human resource planning

1、Unit 2Human Resource Human Resource PlanningPlanningUnit 2l2.1 The Role of Human Resource Planning l2.2 Human Resource Planning and Business Planning l2.3 Hard and Soft Human Resource Planning l2.4 Human Resource Planning and Manpower Planning l2.5 Limitations of Human Resource PlanningUnit 2l2.6 Th

2、e Incidence and Rationale for HR Planning l2.7 The organizational context of HRP l2.8 The Labor Market Context l2.9 Aims of HR Planning l2.10 The Process of HR Planningl2.11 The Contribution of HR to Human Resource Planning2.1 The Role of Human Resource PlanninglWhat is HR planning?lThe process by w

3、hich management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives.2.1 The Role of Human Resource PlanninglIn our book HR planning means:lHR planning is the process for ensuring that the human resource requirements of an

4、 organization are identified and plans are made for satisfying those requirements. 2.1 The Role of Human Resource PlanninglWhat is the basic belief of HR planning? lWhat is the general concern of HR planning? lTwo basic questions answered by HR planning. 2.1 The Role of Human Resource PlanninglWhat

5、is the basic belief of HR planning? lHR planning is based on the belief that people are an organizations most important strategic resource. 2.1 The Role of Human Resource PlanninglWhat is the general concern of HR planning?lGeneral concern: matching resources to business needs in the longer term.lSo

6、metimes also concern with shorter-term requirements. 2.1 The Role of Human Resource PlanninglTwo basic questions answered by HR planning.lHow many people are needed?lWhat sorts of people are needed? 2.2 Human Resource Planning and Business Planning lWhat is business plan?lBusiness plan is a formal s

7、tatement of a set of business goals, the reasons whey they are believed attainable, and the plan for reaching those goals. It may also contain background information about the organization or team attempting to reach those goals. 2.2 Human Resource Planning and Business Planning lWhat is the relatio

8、nship between HR planning and business planning?lGenerally speaking, HR planning belongs to the business planning.lSo far as there are articulated strategic business plans, human resource planning interprets them in terms of people requirements.2.2 Human Resource Planning and Business Planning lHR p

9、lanning may influence the business strategy by drawing attention to ways in which people could be developed and deployed more effectively to further the achievement of business goals, as well as focusing on any problems that might have to be resolved in order to ensure that the people required will

10、be available and will be capable of making necessary contribution.2.3 Hard and Soft Human Resource Planning lWhat is Hard HR planning?lWhat is Soft HR planning? 2.3 Hard and Soft Human Resource Planning lHard HR planning is based on quantitative analysis in order to ensure that the right number of t

11、he right sort of people is available when needed.lSoft HR planning is more explicitly focusing on creating and shaping the culture of the organization so that there is a clear integration between corporate goals and employee values, beliefs and behaviors. 2.5 Limitations of Human Resource Planning l

12、What are the limitations of HR planning？ 2.6 The Incidence and Rationale for HR Planning lProcess benefits（過程利益）：是那些使消費者在與商家交易過程中感到更輕松、便捷、有效，甚至更愉快的利益。過程收益包括消費者可以輕松的使用產(chǎn)品信息；自動再進貨或再訂貨系統(tǒng)；在線或者電子數(shù)據(jù)交換（electronic data interchange， EDI）支付手段。2.8 The Labor Market Context lDefine those concepts below：lWhat is i

13、nternal labor market？lWhat is external labor market？ lWhat is “make” policy？lWhat is “buy” policy？ 2.10 The Process of HR Planning l1. Resourcing strategy l2. Scenario planning l3. Estimating future HR requirements l4. Labor turnoverl5. Action planning 2.10 The Process of HR Planning l1. Resourcing

14、strategy l（1）Objective l（2）Checklistl（3）The components of resourcing strategy2.10 The Process of HR Planning lPsychological Contract（心理契約心理契約）lA psychological contract represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics（動力） f

15、or the relationship and defines the detailed practicality of the work to be done. It is distinguishable from the formal written contract of employment which, for the most part, only identifies mutual duties and responsibilities in a generalized form.2.10 The Process of HR Planning l“心理契約”（Psychologi

16、cal Contract）是美國著名管理心理學家施恩（E.H.Schein）正式提出的。他認為，心理契約是“個人將有所奉獻與組織欲望有所獲取之間，以及組織將針對個人期望收獲而有所提供的一種配合。” 其意思可以描述為這樣一種狀態(tài)：企業(yè)的成長與員工的發(fā)展雖然沒有通過一紙契約載明，但企業(yè)與員工卻依然能找到?jīng)Q策的各自“焦點”，如同一紙契約加以規(guī)范。即企業(yè)能清楚每個員工的發(fā)展期望，并滿足之；每一位員工也為企業(yè)的發(fā)展全力奉獻，因為他們相信企業(yè)能實現(xiàn)他們的期望。 2.10 The Process of HR Planning l2. Scenario Planning lScenario planning,

17、 also called scenario thinking or scenario analysis, is a strategic planning method that some organizations use to make flexible long-term plans. It is in large part an adaptation and generalization of classic methods used by military intelligence.2.10 The Process of HR Planning lThe original method

18、 was that a group of analysts would generate simulation games for policy makers. The games combine known facts about the future, such as demographics, geography, military, political, industrial information, and mineral reserves, with plausible alternative social, technical, economic, environmental,

19、educational, political and aesthetic trends which are key driving forces. 2.10 The Process of HR Planning l3. Estimating future human resource requirementsl （1）Demand forecasting l （2）Supply forecasting2.10 The Process of HR Planning lWhat is demand forecasting？lWhat is supply forecasting？ 2.10 The

20、Process of HR Planning l4. Labor turnover l（1）The significance of labor turnoverl（2）Methods of measurementl（3）Choice of measurementl（4）Analysis of reasons for turnoverl（5）The cost of labor turnoverl（6）Benchmarking labor turnover2.10 The Process of HR Planning lWhy is labor turnover useful？ 2.10 The

21、Process of HR Planning lIRS： The Internal Revenue Service (IRS) is the United States federal government agency that collects taxes and enforces the internal revenue laws. It is an agency within the U.S. Department of the Treasury and is responsible for interpretation and application of Federal tax l

22、aw. 2.10 The Process of HR Planning lCIPD：The Chartered Institute of Personnel and Development (CIPD) is the professional body for those involved in the management and development of people. 2.10 The Process of HR Planning lFive methods to measure labor turnoverl The labor turnover indexl Survival r

23、atel Half-indexl Stability indexl Length of service analysis2.10 The Process of HR Planning lExit interview：An exit interview is an interview conducted by an employer of a departing employee. They are generally conducted by a relatively neutral party, such as a human resources staff member, so that

24、the employee will be more inclined to be candid, as opposed to worrying about burning bridges. 2.10 The Process of HR Planning lOpportunity cost：Opportunity cost or economic opportunity loss is the value of the next best alternative forgone as the result of making a decision. Opportunity cost analys

25、is is an important part of a companys decision-making processes but is not treated as an actual cost in any financial statement. The next best thing that a person can engage in is referred to as the opportunity cost of doing the best thing and ignoring the next best thing to be done. 2.10 The Process of HR Planning l5. Action planning l（1）The resourcing planl（2）Flexibility planl（3