Beruflich Dokumente
Kultur Dokumente
Resources Planning
Human
HumanResources
Resources Strategic
Strategic
Planning
Planning Planning
Planning
Figure 2.1
Figure 2.2
Culture Competencies
Internal
Analysis
Composition
Alliance/partners
Individuals and groups with unique skills, but those
skills are not directly related to a companys core
strategy.
Example: Independent product label designer
Figure 2.3
FORECASTING
FORECASTINGDEMAND
DEMAND
Considerations
Considerations Techniques
Techniques BALANCING
BALANCING
Product/service Trend SUPPLY
SUPPLYAND
Product/servicedemand
demand Trendanalysis
analysis DEMAND
AND
Technology Managerial DEMAND
Technology Managerialestimates
estimates
Financial
Financialresources
resources Delphi technique
Delphi technique
Absenteeism/turnover
Absenteeism/turnover (Shortage)
(Shortage)
Organizational
Organizationalgrowth
growth Recruitment
Recruitment
Management philosophy
Management philosophy Full-time
Full-time
Part-time
Part-time
Recalls
Recalls
Techniques
Techniques External
ExternalConsiderations
Considerations
Staffing
Staffingtables
tables Demographic
Demographicchanges
changes
(Surplus)
(Surplus)
Markov Education Reductions
Markovanalysis
analysis Educationof
ofthe
theworkforce
workforce Reductions
Skills inventories Labour mobility Layoffs
Layoffs
Skills inventories Labour mobility
Management Government Terminations
Managementinventories
inventories Governmentpolicies
policies Terminations
Replacement charts Unemployment Demotions
Replacement charts Unemploymentraterate Demotions
Succession Retirements
Successionplanning
planning Retirements
FORECASTING
FORECASTINGSUPPLY
SUPPLY
Figure 2.4
Quantitative
QuantitativeMethods
Methods
Forecasting
Forecasting Demand
Demand
Qualitative
QualitativeMethods
Methods
Figure 2.6
Scores
Highlights 2.4
Source: From William J. Rothwell, Putting Success into Your Succession Planning,
The Journal of Business Strategy 23, no. 3 (May/June 2002): 3237. Republished with
permissionThomson Media, One State Street, 26th Floor, New York, NY 10004.
Copyright 2008 by Nelson, a division of Thomson Canada Ltd. 226
An Executive Replacement Chart
Figure 2.7
Corporate
Strategy
Strategic Alliances
and Joint Ventures
Figure 2.8
Source: McKinsey & Company
Copyright 2008 by Nelson, a division of Thomson Canada Ltd. 232
Step Five: Strategy Implementation
Taking Action: Reconciling Supply and Demand
Balancing demand and supply considerations
Forecasting
business activities (trends)
Locating applicants
Organizational downsizing
Reducing headcount
Figure 2.9
Figure 2.10
Resource flexibility
Having human resources who can do many different
things in different ways.
Separation costs
1. Exit interview cost for salary and benefits of both interviewer and departing employee
during the exit interview = $30+$30 = $60
2. Administrative and record-keeping action = $30
Total separation costs = $60 + $30 = $90
Replacement costs
1. Advertising for job opening = $2,500
2. Preemployment administrative functions and record-keeping action = $100
3. Selection interview = $250
4. Employment tests = $40
5. Meetings to discuss candidates (salary and benefits of managers while participating in
meetings )= $250
Total replacement costs = $2,500 + $100 + $250 + $40 + $250 = $3,140
Training costs
1. Booklets, manuals, and reports = $50
2. Education = $240/day for new employees salary and benefits x 10 days of workshops,
seminars, or courses = $2,400
3. One-to-one coaching = ($240/day/new employee + $240/day/staff coach or job expert) x 20
days of one-to-one coaching = $9,600
4. Salary and benefits of new employee until he or she gets up to par = $240/day for salary
and benefits x 20 days = $4,800
Training costs = $50 + $2,400 + $9,600 + $4,800 = $16,850
Total turnover costs= $90 + $3,140 + $16,850 = $20,080 Highlights 2.A1
Source: Adapted from the book Turning Your Human Resources Department into a Profit CenterTM by Michael Mercer, Ph.D. (Castlegate Publishers, Inc.,
Barrington, Illinois). Copyright 2002 Michael Mercer. Reproduced with permission from Michael Mercer, Ph.D., www.DrMercer.com.
Copyright 2008 by Nelson, a division of Thomson Canada Ltd. 243
Employee Absenteeism Rates