Beruflich Dokumente
Kultur Dokumente
JACKSON
Chapter 2
Learning Objectives
After you have read this chapter, you should be able to:
Explain strategic HR management and how it is linked to organizational strategies. Describe how legal, political, cultural, and economic factors affect global HR management. Discuss four dimensions of organizational effectiveness and how HR contributes to each. Define HR planning and outline the HR planning process. Discuss several ways of managing a surplus of human resources. Identify why HR metrics must consider both strategic and operational HR measures.
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Core Competencies
The unique capabilities of employees in an organization that create high value and that differentiate the organization from its competition The source of an organizations sustainable competitive advantage.
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Global Organization
An organization having corporate units in a number of countries that are integrated to operate worldwide.
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Global Employment
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Legal
Cultural
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Figure 22 Copyright 2005 Thomson Business & Professional Publishing. All rights reserved. 213
EU, WTO
Efficiency
The degree to which operations are done in an economical manner.
labor cost: computed by dividing the average cost of workers by their average levels of output.
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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
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Purpose of HR Planning
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HR Planning Process
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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.
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
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employee demographics Individual employee career progression Individual job performance data
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Forecasting Methods
Judgmental
Estimatesasking
bottom-up Rules of thumbusing general guidelines Delphi techniqueasking a group of experts Nominal groupsreaching a group consensus in open discussion
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HR Forecasting
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regression analysis Simulation models Productivity ratiosunits produced per employee Staffing ratiosestimates of indirect labor needs
Forecasting Periods
Short-termless than one year Intermediateup to five years Long-rangemore than five years
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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.
migration for an area entering and leaving the workforce graduating from schools and colleges
Technological Actions
Government Other
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Forecasting HR Supply
Forecasting Internal HR Supply
Effects of promotions, lateral moves, and terminations
Succession analysis
Replacement charts Succession planning
The
process of identifying a longer-term plan for the orderly replacement of key employees.
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notice to employees and the local community before a layoff or facility closing involving more than 50 people. not cover part-time or seasonal workers. fines for not following notification procedure.
Imposes Has
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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
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replacing departing employees and not hiring new employees retirement buyouts offer incentives to 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.
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career counseling Resume preparation and typing services Interviewing workshops Referral assistance Severance payments Continuance of medical benefits Job retraining
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and use of metrics that can better demonstrate HRs value and track its performance.
data can be collected. Measures are linked to strategic and operational objectives. Calculations can be clearly understood. Measures provide information expected by executives. Results can be compared both externally and internally. Measurement data drives HR management efforts.
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C ROI = A+ B
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
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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
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Source: Adapted from HR Department Benchmarks and Analysis (Washington, DC: Bureau of National Affairs, 131, 140. 2004) To purchase this publication and find out more about other BNA HR solutions visit http://hrcenter.bna.com or call 800-372-1033. Used with permission.
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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
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