人力资源管理PPT13

Human Resource Planning
•Demand forecasting
•Supply forecasting •Outcomes of the HR planning
Human Resource Planning
Demand
Supply
Gap? HR Needs
Demand Forecasting
HRIS
Typical Employee Information in an HRIS
•biographical data •EEO classification •education •date of hire •position held with co. •salary history •performance ratings •training received •prior work experience •developmental needs •payroll information •attendance data •tax deduction information •pension contributions •turnover •career interests/obj. •specialized skills •honors & awards •benefits received •licenses & certifications
Dealing with an Undersupply of Personnel
Hire additional workers Improve productivity through training Use overtime Add additional shifts Reassign jobs Use temporary workers Improve retention
HRIS
Purposes Served by an HRIS
Make budget-related calculations. Report turnover rates by department. Track external candidates. Track employee participation in each benefit option. Track accruals of
Job Information •position title •# of current vacancies •qualifications needed •place in career ladder •salary range •replacement candidates •turnover rate
Chapter 3 Planning for Human Resources
德国伍德公司创建于1921年，是目前世界十大化学工程公 司之一。化工工程是一个技术含量较高的行业，保持稳定 的高素质人力资源存量对公司是至关重要的，因此人力资 源需求预测是该公司人事部的重要工作内容。其中最重要 的是关于高等技术教育或大学程度员工的需求预测。预测 涉及的部门包括开发部，机械化部，生产部。
62
120
人员变动矩阵表
Dealing with an Oversupply of Personnel
Freeze hiring Restrict overtime Retrain/ redeploy Switch to part-time employees Use unpaid vacations Use a shorter workweek Use pay reductions Use sabbaticals Encourage early retirements
Human Resource Planning
A process that helps companies identify their future HRM needs and how those needs can be met.
How HR planning contributes to competitive advantage
马尔可夫分析模式是分析组织人员流动的典型 矩阵模式。它的基本思想是，通过发现过去组 织人事变动的规律，以推测组织在未来人员的 供给情况。马尔可夫分析模式通常是分几个时 期收集数据，然后再得出平均值，用这些数据 代表每一种职位中人员变动的频率，就可以推 测出人员变动情况。具体做法是将计划初期每 一种工作的人数量与每一种工作的人员变动概 率相乘，然后纵向相加，即得到组织内部未来 劳动力的净供给量。
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Opening case 3.1 Linking Human Resource Planning to Competitive Advantage 3.2 How to conduct HR planning 3.3 Human resource information system
人事部每年送交各业务部门经理一份意见征询清单。 征询问题涉及今后四年生产规模、技术和组织的各种变化 （如集中化，分散化；制造或购买等各种决策），业务的 预期发展，并要求业务经理们将上述问题的答案转化为本 部门各类职务的人力需求量预测。
此外，提出的问题中还涉及现任职员的实际情况和职 位空缺数等等。
对于任职资格水平较低的职位，人事部认为不需要进 行细致的人力需求预测，因为劳动力市场相应的供给很充 足。
1992 1993 1994 1995 1996
Sales
10200 8700
7800
9500
10000
# of Emps.
240
200
165
215
?
Ratio Analysis
# patients = 100 # nurses = 25 patient/nurse ratio = 4/1
If there are 315 patients, how many nurses are needed?
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Opening case 3.1 Linking Human Resource Planning to Competitive Advantage 3.2 How to conduct HR planning 3.3 Human resource information system
Intranets and Extranets
Intranet
马尔可夫分析 Markov
员工调动的概率 A A B 0.8 0.1 0.7 B C D 离职 0.2 0.2
C
D 起初人 A 员数量 A B 40 80 32 8
0.5
0.8
0.15 B C
0.05
0.65 D
0.1
0.2 离职
8
56
16
96
24
C
D
120
160
6
6
104 110
12
32 68
期末人员供给量 40
Human Resource Information System
Record, store, manipulate, and communicate Information across wide geographic boundaries Access to many users
Typical Job Information in an HRIS
Regression Analysis
# Employees
75
50
25
0
50
100
150
# Customers
When Are Statistical Approaches to Demand Forecasting Appropriate?
Stable environment Business factor can be predicted with some accuracy The relationship between workforce size and business factor remains constant over time
Employee Flows in an Organization
External Recruits Recalls promotions demotions internal transfers Quits Retirements Deaths Layoffs
Forecasting Labor Supply
Beginning Inventory - Quits - Retirements - Demotions Out Total + Transfers In + Promotions In Forecasted Internal Supply 125 5 2 1 117 3 2
122
马尔可夫分析模式
competitive advantage at AT&T
The problem: New business plans making it difficult to staff key leadership positions
The solution:Developing a computerized career progression system The result : has a pool of qualified internal candidates
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Opening case 3.1 Linking Human Resource Planning to Competitive Advantage 3.2 Strategic planning 3.3 How to conduct HR planning 3.4 Human resource information system