3. Linking HRP to competitive advantage HR planning is defined as the “确保组织目标实现的人力资源计划过程,也就是通过规划新的HR政策、系统和程序以应对复杂的外部环境而使得HRM工作更加有效,从而能够获得竞争优势。
HRP是根据企业发展战略、企业目标及企业内外部环境变化,预测未来企业任务和环境对企业的要求,为完成这些任务和满足这些要求而提供HR的一个过程。
The purposes of human resource planning are:
预测未来组织的人力需求;
制定一系列的HRM计划以满足这些需求。
4. How HR planning activities enhance competitive advantageLinking HRM practices to organizational goals:
HR planning is “就象一根丝线将组织所有的人力资源管理活动连接起来并与组织其他管理活动相辅相成。
Serving as a building block for future HRM practices:
成功的人力资源管理活动的实施离不开详细的人力资源规划,HRP包括员工的招募、甄选、培训、开发等规划。
5. How HR planning activities enhance competitive advantageConsequences associated with the failure to plan for human resources: (失败HRP导致的结果)
Benefits:stemming from HR forecasting
But many firms ignore this opportunity:
fail to find the best candidate. reactive ,rather than proactive.
lead to understaffing. The understaffing could cause an increase in back orders, a decrease in customer goodwill, an increase in competition, and a loss of market share.
56. HR planning and the manager’s job HRP是所有直线经理一项基本职能——他们必须保证在其部门内实施的HRM活动能够有助于组织战略目标的实现。
为了达到这样的目标,他们必须制定本部门的目标,以及达到此目标的行动方案,并分解成个人目标。
57. HR planning and the manager’s job(con.)Staffing
Properly staffed at all times------预测相应的工作量并设计在特殊情况下的用人计划表。
Employee retention
直线经理的领导风格 影响下属对组织的忠诚感。
与下属建立一种良好的工作关系。如:公平公正的对待他们,对他们的健康表示关心。
管理人员必须是有效的教练、激励者、沟通者。
58. Turn-overRate of turn-over :within a specific period:
A(admissions)+T(terminations):2/P(number of jobs
Exemple: in one year
(6+6):2/60=10%
59. Turn-over costsCost of recruitment and selection
Cost of registration and documentation
Cost of training
Cost of job termination
Negative impact on productivity
60. Annual rate of turn-over in the US in 2000categoryAverage cost of hiring($)Rate of turn-oversalesperson48034%operator42013%secretary10009%Production eng.62007%manager29004%programmer360012%
61. Factors of turn-overNational culture
Age and stages of career
Permanence of employment
Occupational market
Interesting work
Development opportunities
Compensation competitiveness
Corporate culture
Recognition of performance
Integration and empowerment
62. Stages of life and turn-over Stages of lifeTurn-overEstablishment of identityVery highGrowth High Maturity Low Declination Very low
63. Absenteeism Rate of absenteeism:
HR lost hours/ HR hours worked
Type of absenteeism:
Long term-4 days and more
represents less than 10% of absenteeism
Short term-1 to 3 days
represents more than 90% of absenteeism
64. Common factors of absenteeism Accessibility of work place
Gender and care of infant children
Company size and activity
Nature of job and level of responsibility
Days of the week,period of the year,bridges
Work schedules (rigid,long,early)
Rotative shifts
Permissions
Reoccurrence
65. Methods to limit absenteeismDiscipline:warning,fine,loss of benefits
Economic incentives,recompenses
Transportation
Child day-care,healthcare
Job enrichment,participation,empowerment
Team work
Flexibility of working hours
Homework