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1、Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-1,Human Resource Management,Chapter Five Workforce Planning,Framework for the Strategic Management of Employees,Job design,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-3,Importance of Workforce Planning,Having t
2、he right number of employees with the right skill sets will enable a firm to take advantage of business opportunitiesOperating in excess of staffing requirements is an inefficient use of financial resourcesA companys effectiveness is directly affected by the quality of workforce planning decisions,C
3、opyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-4,Definition of Workforce Planning,Making sure individuals with the right skills sets are where they need to be at the right time to meet current and future needsLabor demand number and types of employees the company needs Labor suppl
4、y current or potential employees to perform jobsLabor shortage when demand for labor exceeds available supplyLabor surplus when supply of labor is greater than demand,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-5,Framework for Workforce Planning,Copyright 2010 Pearson Educatio
5、n,Inc.Publishing as Prentice Hall,5-6,Forecasting Labor Supply&Labor Demand,Internal FactorsExternal Factors,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-7,Internal Factors,(1)Turnover:voluntary and involuntary termination of employeesLoses a talented employeeCreates stress on
6、co-workers who must pick up the slackAdds costs and time demands associated with filling open positions,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-8,Internal Factors(contd),(2)Employee Movements:Promotions moving to higher level positionsTransfers moving to jobs with similar
7、responsibilityDemotions moving to lower-level positions,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-9,Tracking Employee Movements,Replacement charts identifying potential replacement employees for positions that could open up within the organizationSuccession planning identify
8、ing employees who might be viable successors for top managerial positionsTransition matrix model for tracking movement of employees throughout the organization to plan for the future,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-10,Transition Matrix,Chapter 5,11,Employee Movemen
9、t-Transition Matrix,Chapter 5,12,Transition Matrix,Chapter 5,13,Transition Matrix,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-14,Internal Factors(contd),(3)Employee Productivity:productivity is the level of a firms output(products or services)relative to inputs(employees,equip
10、ment,materials,etc.)Productivity ratio the number of employees needed to achieve a certain output levelManagers can calculate the number of employees needed once they have productivity ratios,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-15,Internal Factors(contd),Productivity R
11、atio Example:,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-16,Internal Factors(contd),(4)Company Performance Company performance influences its demand for labor(5)Strategic DirectionCompany evolutionMerger and acquisition,Copyright 2010 Pearson Education,Inc.Publishing as Prent
12、ice Hall,5-17,External Factors,Local Labor Market size and composition of the local labor marketEconomic Conditions unemployment rateIndustry Trends e.g.retail establishments,actions of competition,Chapter 5,18,Industry Trends,Consumer Demand,Copyright 2010 Pearson Education,Inc.Publishing as Prenti
13、ce Hall,5-19,Tactics for Labor Shortages,Overtime quick solution for short duration but will be costly and may lead to stress,burnout,turnoverOutsourcing sending work to other companies(payroll,cafeteria,maintenance),Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-20,Tactics for L
14、abor Shortages(contd),(2)Outsourcing(contd)Contingent labor hiring employees on a temporary or contractual basisNumerical flexibility adjusting number of employees quickly to meet seasonal demandsFunctional flexibility modifying composition of workforce by using workers with different knowledge and
15、skills,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-21,Tactics for Labor Shortages(contd),(3)RetentionLowering turnover lowers a firms costs of recruiting,selecting,and training new employeesEmployee satisfaction is a key predictor of turnover(4)Promotion,Transfers,and Demotion
16、sEffective and fast way to deal with labor shortage(5)New Hires,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-22,Labor Surplus Tactics,(1)Layoffs quickly reducing the number of workers employedUsed to quickly adjust the size and composition of the workforceFocused on short-term
17、cost containmentCan produce feelings of job insecurity and lead to lower commitment and higher turnover(2)Attrition decision not to fill vacant positions Hiring Freeze ban on all hiring for a period of time,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-23,Labor Surplus Tactics(c
18、ontd),(3)Early Retirement financial incentive to have employees retire early(can result in mass exodus)(4)Promotions,transfers,demotions can move people to other areas of the firm facing shortages,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,4-24,Workforce Planning in Practice:Me
19、eting Challenges,Strategy Company characteristics Culture Employee concerns,Labor force trends Technology Globalization Ethics&Social responsibility,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-25,Strategy&Workforce Planning,Required speed to deal with shortages and surplusesDi
20、fferent strategies affect how firms must cope with labor shortages and surplusesCompanies focused on cost will deal with labor surplus quickly(layoffs)Criticality of employee groupsStrategy affects which employees are most critical to its successExample A firm focusing on differentiation strategy de
21、pends on developing R&D skills,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-26,Company Characteristics&Workforce Planning,Relative impact of labor shortages and surplusesSmaller companies will feel a greater impact of shortages or surplusesWho carries out workforce planningLarg
22、er companies use HR department and technology to track labor forceSmaller companies look to managers and supervisorsCompanies in early development often require managers to“wear many hats”,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-27,Culture&Workforce Planning,Companies loya
23、l to employees may be hesitant to implement layoffs,others are more willing to take drastic measuresTactics consistent with culture will strengthen values of company Tactics inconsistent with culture may lead to lower employee morale and greater turnover,Copyright 2010 Pearson Education,Inc.Publishi
24、ng as Prentice Hall,5-28,Employee Concerns&Workforce planning,Stress and work/life balanceLayoffs create stress not only on employees who lose jobs but also on families and communities where they liveIn the time of labor shortages,employees also experience stress due to extra work to make sure addit
25、ional tasks are performedPromotion,transfers,or demotions also create stress,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-29,Employee Concerns&Workforce planning(contd),Perception of procedural and distributive justiceIt is important that employees understand the rationale behi
26、nd the decisions(procedural justice)Even if employees agree with decision,they may disagree with how the practice is implemented(distributive justice)Key is open lines of communication to maximize employee involvement and acceptance,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-
27、30,Labor Force Trends&Workforce Planning,Availability of internal and external workersStay current on emerging labor force trends that affect company(occupational and demographic trends)Many companies are increasingly competing with other companies for limited supply of workersBureau of Labor Statis
28、tics of the U.S.Department of Labor is good source www.bls.gov,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-31,Labor Force Trends&Workforce Planning(contd),Selecting tactics to useActively retain employees to prepare for labor shortagesModify the nature of the jobActively recru
29、it older employees,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-32,Technology&Workforce Planning,Automation machines performing tasks that could otherwise be performed by peopleTechnological improvements help companies redesign processes and improve productivity ratiosTechnolog
30、y also changes types of skills employees need to service customers,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-33,Technology&Workforce Planning(contd),Companies can track skill sets of employees and identify potential matches for jobsReplacement charts and succession planning
31、increase a firms ability to identify and track future replacements,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-34,Globalization&Workforce Planning,Labor force trends vary across countriesGlobalization has fueled trend toward offshoring and global opportunities for U.S.workers(
32、IT jobs,call centers)Offshoring:Enables a large labor supply,lower labor cost,and opportunities to operate a firm“24/7”without any downtimeIncludes risks associated with maintaining product and service quality,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-35,Ethics&Workforce Pla
33、nning,Communities affected by workforce planning decisions have social,political and competitive implicationsExample:Labor costs in central EuropeEmployers sometimes offer outplacement assistance programs to help employees find new jobs,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hal
34、l,5-36,Requirements for Mass Layoffs&Plant Closings,Worker Adjustment and Retraining Notification(WARN)Act mandates 60 days notice in advance of a plant closing or mass layoff for,Companies with 100 or more employees,not counting part-time employeesCompanies with 100 or more employees,including part
35、0time employees who in the aggregate work at least 4,000 hours per week,Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-37,Employee vs.Independent Contractor,Independent contractor defined by:Behavioral control-how much control the company has over how the individual performs work
36、(does company train individual in procedures and methods)Financial control how much the individual has control over the business side of the work(does the individual get reimbursed for expenses)Relationship of the parties how the company and the individual perceive their work relationship(does indiv
37、idual receive benefits and a written contract),Copyright 2010 Pearson Education,Inc.Publishing as Prentice Hall,5-38,Misclassifying Employees,Employer can be forced to pay back payroll taxes,overtime pay,retirement or other benefits like medical coverage,Copyright 2010 Pearson Education,Inc.Publishi
38、ng as Prentice Hall,2-39,Wrap Up,Forecasting labor supply and labor demand:Internal factors(turnover,employee movements,employee productivity,company performance,strategic performance)External factors(local labor market,economic conditions,industry trends)Labor shortage tactics(employee overtime,outsourcing,promotion,transfers,demotions,new hires)Labor surplus tactics(layoffs,attrition,early retirement,promotion,transfers,and demotions),
