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HUMAN RESOURCES PLANNING

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HUMAN RESOURCES PLANNING

Human Resources Planning is the process by which an organization ensures that it has the right number and kinds of people at the right places , at the right time, capable of effectively and efficiently undertaking and completing those tasks that will help the organization achieve its overall objectives
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The TSS Case Study on HRP


The case study is in two parts. We will do it one part at a time. Some terms:
Offshore : Employees / Projects based out of India Onsite : Employees / Projects based overseas normally at client location Blended Rate : It is the weighted average billing rate that the company gets between offshore and onsite, e.g. if there are 80 employees offshore getting billed at $25 per hour (average) and 20 employees onsite getting billed at $60 per hour (average), then the blended rate = (25*80+20*60)/(80+20) per hour or $32 per hour. Billed Nos. : the no. of employees who are getting billed Billable Nos. : No. of employees who can get billed Utilisation = Billed man-hours/Billable man-hours Attrition Rate : Rate of employees leaving the organisation. In a month if the average no. of employees is 100 and if 3 people leave during the month, the attrition % for that month is 3% Voluntary Attrition (VA) : % of employees who leave on their own accord. Involuntary Attrition (IVA) : % of employees who are asked to leave Lateral : An employee with work experience Fresher : An employee with no work-ex.

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The TSS Case Study on HRP

Having studied the HRP exercise versions 1 & 2 what needs to be done to make the planning more accurate:
Revenue planning needs to be done at the vertical/geo levels Within that at client level including expected new clients, new projects Offshore/Onsite breakups to be considered new projects will have higher onsite components to start with Revenues to be classified at EE/EN and NN categories Manpower computations to be done at drilled down levels Manpower to be classified by assuming offshore ratios at 1 PM : 3 PLs : 8 SW engineers. Onsite ratios would have to computed on case to case basis Close monitoring of plans on a quarterly basis needs to be done Process needs to be automated

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Importance of HRP
1)Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude .

2)Need for Replacement of Personnel - Replacing old, retired or disabled personnel.


3)Meet manpower shortages due to labour turnover Several Indian PSUs headless for 6 -10 months. 4)Meet needs of expansion / downsizing programmes - As a result of expansion of IT companies the demand for IT professionals are increasing. PSUs offering VRS to employees to retrench staff and labour costs.

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Importance of HRP
1)Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience & aptitude .

2)Need for Replacement of Personnel - Replacing old, retired or disabled personnel.


3)Meet manpower shortages due to labour turnover Several Indian PSUs headless for 6 -10 months. 4)Meet needs of expansion / downsizing programmes - As a result of expansion of IT companies the demand for IT professionals are increasing. PSUs offering VRS to employees to retrench staff and labour costs.

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A Model for Human Resource Planning

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Forecasting the Demand for Labor: Judgmental Methods


Bottom-Up (Unit) Forecasting In this method managers do the forecasting at Unit Level

Care has to be taken to eliminate exaggeration bias and duplication


Top-Down Forecasting
Senior Managers collectively assess best case & worst case scenarios and arrive at a most likely scenario

Delphi Technique
In this technique the experts do not meet face to face Each is given questionnaire for forecasting and reasons thereof The responses are collated and recirculated with another set of questions Process is done anonymously and within a few rounds the responses tend to converge

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Forecasting the Demand for Labor: Mathematical Methods


Productivity Ratio
Average no. Of units produced per direct unit of labour

Staffing Ratios
Based on direct manpower deriving the indirect manpower

Multiple Regression
Can be applied when sufficient historical data exists to determine regression weights

Linear, or Goal Programming


Optimal staffing levels based on a given set of constraints
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Program Planning Options

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Other uses of HRP


i)quantify job for producing product / service ii) quantify people & positions required iii) determine future staff-mix iv) assess staffing levels to avoid unnecessary costs v) reduce delays in procuring staff vi) prevent shortage / excess of staff vii) comply with legal requirements
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Assessing Current Human Resources

Human Resource Inventory


Name Education Skills with skill levels Prior Experience Training Current Position & Role Performance Ratings Last Promotion Date Current Reporting Manager Current Location Current Grade Current Salary
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Assessing Current Human Resources


Most companies use an HRIS Larger Companies use ERPs like SAP, Peoplesoft etc. MIS relating to HRIS are built around the HRIS Some organizations also do succession planning using HRIS for expected seperations (retirements/ resignations) and planned internal movements HRIS is also used for determining training needs
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Assessing where the organization is going


Revenue Projections Products and Services Mix in the projection Location based mix of the projections Sometimes limitations in skill supply also determines the revenue projections and product/services mix R & D Projections of the company Non revenue generating Human resources Projections
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Implications of Future Demand

Necessary to perform an analysis for every significant job level and type on a Year-by-Year, Quarter-by-Quarter or Month-by-Month basis Has to be done on skills basis Need to identify the type of demand, e.g., if for a short duration of 3 -6 months we can look at temporary hires Companies policies and philosophy on FTEs & Contractors

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Implications of Future Supply

Increasing Supply
New Hires Transfers In Long Leave Returnees

Decreasing Supply
Voluntary & Involuntary Attritions Retirements Transfer- Outs Sabbaticals
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Implications of Future Supply

Changes in external supply


Increasing trends in availability of fresh graduates/post graduates from colleges Organizations have to tie up with colleges to make the college education more useful to meet their skill needs With recessionary trends, part time job seekers like students, housewives Non-availability of resources with Obsolescent skills Non-availability of resources with high-end skills or multiple skills
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Internal Supply
Inflows & Outflows - The number of losses & gains of staff is estimated.
Turnover/Attrition Rate - refers to rate of employees leaving. = ( No. of separations in a year / Avg no. of employees during the year ) x 100 Absenteeism - unauthorised absence from work. = ( total absentees in a year / Avg no. of employees x No. of working days) x 100 Productivity Level = Output / Input. Change in productivity affects no. of persons per unit of output. Movement among Jobs - internal source of recruitment, selection and placement
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External Supply
External recruitment, selection & placement Advertisements, Manpower Consultants, Campus Recruitment, Unsolicited Applications, Employee Referrals, e-recruitment, Yield ratios - are estimated in the process of hiring applications.
Hiring Process Ad generates 2000 applications. 200 are potential Out of 200, 40 attend interview Out of 40, 30 were offered jobs Out of 30, 25 accepted Out of 25, 20 joined Overall Yield Ratio (2000:20)
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Ratio 10:1 5:1 4:3 3:2.5 2.5:2 100:1


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JOB ANALYSIS

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Job Analysis
The process of getting detailed information about jobs.

Job Analysis
Job Descriptions

Job Specifications

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Job Descriptions

Job Description: a list of tasks, duties, and responsibilities (TDRs) that a particular job entails. Key components:

Job Title Brief description of the TDRs List of the essential duties with detailed specifications of the tasks involved in carrying out each duty

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Sample Job Description

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Job Specifications

Job Specification: a list of the knowledge, skills, abilities, and other characteristics (KSAOs) that an individual must have to perform a particular job.
Knowledge: factual or procedural information necessary for successfully performing a task. Skill: an individuals level of proficiency at performing a particular task. Ability: a more general enduring capability that an individual possesses. Other Characteristics: job-related licensing, certifications, or personality traits.

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Sample Job Specifications

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Types of Information Collected


Work activities
Human requirements Human behaviors

Job context

Information Collected Via Job Analysis

Machines, tools, equipment, and work aids

Performance standards

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Use of Job Analysis Information


Recruitment and Selection
Legal Compliance

Compensation

Discovering Unassigned Duties

Information Collected Via Job Analysis

Performance Appraisal

Training

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Process Chart for Analyzing a Jobs Workflow

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Steps in Job Analysis


Steps in doing a job analysis:
1

Decide how youll use the information. Review relevant background information. Select representative positions. Actually analyze the job. Verify the job analysis information. Develop a job description and job specification.
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2
3 4 5 6

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Methods of Collecting Job Analysis Information: The Interview

Information Sources
Individual employees
Groups of employees Supervisors with knowledge of the job

Interview Formats
Structured (Checklist)
Unstructured

Advantages
Quick, direct way to find overlooked information

Disadvantages
Distorted information

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Job Analysis: Interviewing Guidelines

The job analyst and supervisor should work together to identify the workers who know the job best. It is advisable to quickly establish rapport with the interviewee. Follow a structured guide or checklist, one that lists openended questions and provides space for answers.

Ask the worker to list his or her duties in order of importance and frequency of occurrence.
After completing the interview, review and verify the data.

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Methods of Collecting Job Analysis Information: Questionnaires

Information Source

Have employees fill out questionnaires to describe their job-related duties and responsibilities Structured checklists Open-ended questions

Advantages

Quick and efficient way to gather information from large numbers of employees Expensive and time consuming in preparing and testing the questionnaire

Questionnaire Formats

Disadvantages

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Methods of Collecting Job Analysis Information: Observation

Information Source
Observing and noting the physical activities of employees as they go about their jobs

Advantages
Provides first-hand information Reduces distortion of information

Disadvantages
Time consuming
Difficulty in capturing entire job cycle Of little use if job involves a high level of mental activity

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Methods of Collecting Job Analysis Information: Participant Diary/Logs

Information Source
Workers keep a chronological diary/ log of what they do and the time spent on each activity

Advantages
Produces a more complete picture of the job Employee participation

Disadvantages
Distortion of information Depends upon employees to accurately recall their activities

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Writing Job Descriptions


Job Identification

Job Specifications

Job Summary

Working Conditions

Sections of a Typical Job Description

Responsibilities and Duties

Standards of Performance

Authority of the Incumbent

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The Job Description

Job Identification
Job title Preparation date Preparer

Responsibilities and Duties


Major responsibilities and duties (essential functions) Decision-making authority Direct supervision Budgetary limitations

Job Summary
General nature of the job Major functions/activities

Relationships
Reports to: Supervises: Works with: Outside the company:

Standards of Performance and Working Conditions


What it takes to do the job successfully

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Writing Job Specifications


What traits and experience are required to do this job well?

Specifications for Trained Versus Untrained Personnel

Specifications Based on Judgment

Specifications Based on Statistical Analysis

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Writing Job Descriptions (continued)


Step 1. Decide on a Plan
Step 2. Develop an Organization Chart Step 3. Use a Job Analysis/Description Questionnaire Step 4. Obtain Lists of Job Duties

Step 5. Compile the Jobs Human Requirements


Step 6. Complete Your Job Description
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The Skills Matrix for One Job at BP

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Writing Job Specifications (continued)


Steps

in the Statistical Approach

Analyze the job and decide how to measure job performance.

Select personal traits that you believe should predict successful performance.
Test candidates for these traits.

Measure the candidates subsequent job performance.


Statistically analyze the relationship between the human traits and job performance.
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Job Analysis in a Jobless World


Job Design: Specialization and Efficiency?

Job Enlargement

Job Rotation

Job Enrichment

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Job Analysis in a Jobless World (continued)


Dejobbing the Organization

Flattening the Organization

Using SelfManaged Work Teams

Reengineering Business Processes

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Designing Jobs That Motivate: The

Job Characteristics Model


1.

2.

3.

Skill variety the extent to which a job requires a variety of skills to carry out the tasks involved. Task identity the degree to which a job requires completing a whole piece of work from beginning to end. Task significance the extent to which the job has an important impact on the lives of other people.
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Designing Jobs that Motivate: The

Job Characteristics Model


4.

5.

Autonomy the degree to which the job allows an individual to make decisions about the way work will be carried out. Feedback - the extent to which a person receives clear information about performance effectiveness from the work itself.
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Characteristics of a Motivating Job

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Designing Jobs That Motivate


Job Enlargement - Broadening the types of
tasks performed in a job.

Job Extension Enlarging jobs by combining several relatively simple jobs to form a job with a wider range of tasks.

Job Rotation Enlarging jobs by moving employees among several different jobs.

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Designing Jobs That Motivate


Job Enrichment Empowering workers by adding more decisionmaking authority to jobs. Based on Herzbergs theory of motivation. Individuals are motivated more by the intrinsic aspects of work. Self-Managing Work Teams Have authority for an entire work process or segment:

schedule work hire team members resolve team performance problems perform other duties traditionally handled by management

Team members motivated by autonomy, skill variety, and task identity.


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Designing Jobs That Motivate

Flexible Work Schedules


Flextime

Job Sharing

A scheduling policy in which full-time employees may choose starting and ending times within guidelines specified by the organization. A work schedule that allows time for community and family interests can be extremely motivating.

A work option in which two part-time employees carry out the tasks associated with a single job. Enables an organization to attract or retain valued employees who want more time to attend school or take care of family matters.

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Alternative s to the 8to-5 Job

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Designing Jobs That Motivate

Telework

Telework the broad term for doing ones work away from a centrally located office. Advantages to employers include:

less need for office space greater flexibility to employees with special needs

Easiest to implement for managerial, professional, or sales jobs. Difficult to set up for manufacturing workers.
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Competency-Based Job Analysis

Competencies
Demonstrable characteristics of a person that enable performance of a job.

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What is a Competency?
A competency is an underlying characteristic of a person, which enables him to deliver superior performance in a given job, role or a situation This characteristic may be called an attribute bundle consisting of knowledge, skills, traits, social role, self image and motive. The underlying characteristic manifests itself in the form of behaviour, which helps identification and measurement of the competency

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What is a competency? The Iceberg Model


A bundle of skills, knowledge and attitudes required for superior performance

Job Knowledge Hard Skills Soft Skills Visible Easier to Develop

Personality
(Traits, Motives, Attitudes & Values) Hidden
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Difficult to Develop
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KNOWLEDGE
Relates to information
Cognitive Domain

Set of SKILLS
Relates to the ability to do, Physical domain

Attribute
Relates to qualitative aspects Personal Characteristics or traits

COMPETENCY

Outstanding Performance of tasks or activities

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Competency-Based Job Analysis


Reasons

for Competency-Based Job Analysis


To support a high-performance work system. To create strategically-focused job descriptions. To support the performance management process in fostering, measuring, and rewarding:
General competencies Leadership competencies Technical competencies

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Competency-Based Job Analysis


How

to Write Job CompetenciesBased Job Descriptions


Interview job incumbents and their supervisors

Ask open-ended questions about job responsibilities and activities. Identify critical incidents that pinpoint success on the job.
Use off-the-shelf competencies databanks

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