人力资源管理第十版英文版第二章笔记CHAPTER 2Strategic Human Resource Planning.docx

人力资源管理第十版英文版第二章笔记CHAPTER 2Strategic Human Resource Planning.docx

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人力资源管理第十版英文版第二章笔记CHAPTER2StrategicHumanResourcePlanning

CHAPTER2StrategicHumanResourcePlanning

Afteryouhavereadthischapter,youshouldbeableto:

●Discusswhyhumanresourcescanbeacorecompetencyfororganizations.

●Explainhoworganizationalcultureandindustrylife-cyclestagesaffectHRstrategiesandactivities.

●DefineHRplanningandoutlinetheHRplanningprocess.

●DiscusswhyexternalenvironmentalscanningisanimportantpartofHRplanningandwhatfactorsmustbeconsidered.

●ExplainhowaninternalassessmentofcurrentjobsandskillsisvitaltoHRplanning.

●Identifywhatahumanresourceinformationsystem（HRIS）isandwhyitisusefulwhendoingHRplanning.

●Identifyfactorstobeconsideredinforecastingthesupplyanddemandforhumanresourcesinanorganization.

●Discussseveralwaystomanageasurplusofhumanresources.

HRTRANSITIONS

WelfaretoWork

Employerswhoparticipateinwelfare-to-workprogramshavefoundthatmanywelfarerecipientswantedtoworkbuthadinadequateeducation,skills,orworkhabits.

Tofillmanyjobs,particularlythoserequiringlowerknowledge,skills,andabilities,HRmanagersincreasinglyarehavingtousepeoplewhoareoutofwork—thoseonwelfare—andmanysuccessstoriesarebeingtold.

ThetightlabormarkethasnotbeentheonlyfactormotivatingHRmanagerstohirewelfareworkers.AmajorimpetushasbeenthePersonalResponsibilityandWelfareReconciliationActof1996.ThisactrequiredthatbySeptember1997,25%ofindividualsreceivingwelfareassistancebeemployedorinworktrainingprograms.Thepercentageincreaseseachyearto50%bySeptember2002.Toattainthesetargets,manyemployersare“encouraged”tohirewelfarerecipientsthroughtaxincentivesandwage-subsidyprogramsduringtheearlytenureofworkersformerlyonwelfare.

Whatsomeemployersinitiallysawasa“socialresponsibility”hasevolvedintoasourceofworkerstofilljobs,enablingorganizationstoexpandtheirworkforcesinordertomeetbusinessobjectives.OnestudybytheWelfaretoWorkPartnership,composedofover5,000membercompanies,foundthatinoneyear135,000welfarerecipientshadbeenhiredbyU.S.companies.Thestudyalsoreportedthatoveronemillionwelfarerecipientshadstoppedreceivingwelfarebenefitsbecauseofgettingjobs,enteringworktrainingprograms,orbeingdroppedfromwelfare.

Employerswhoparticipateinwelfare-to-workprogramshavefoundthatmanywelfarerecipientswantedtoworkbuthadinadequateeducation,skills,orworkhabits.Consequently,bothgovernmentandemployersponsoredprogramshavebeenestablishedtoassistthewelfare-to-worktransition.InTulsa,Oklahoma,Zebco—aleadingmanufactureroffishingequipment—andtheMetropolitanTulsaChamberofCommercedevelopedaprogramtoteachwelfarerecipientsworkplaceskills.Duringthesix-monthprogram,individualsattendclassroomtrainingfourhoursdailytolearnbotheducationalskillsandhowtogetandholdjobs.Typicaltopicscoveredinthistrainingprogram,aswellasinprogramselsewhere,includetheimportanceofbeingontime,whattransportationarrangementsexist,howtofindchild-careproviders,howtodressforwork,andhowtointerview.

Interestingly,becauseanumberofwelfarerecipientsaresinglemothers,someprivate-sectorchild-careprovidershavehadsuccesshiringwomenonwelfareasday-careworkers.

Despitetherelativelylowwagespaidinthechild-careindustry,abouttwothirdsoftheformerwelfarerecipientsarestillemployedafteroneyear.

About80%ofthosewhocompletedtheTulsaprogramarestillworking.

Herearesomeothersuccessstories:

●SprintCorporation:

About85%oftheformerwelfarerecipientswerestillemployedastelephoneoperatorsaftersixmonths,comparedwithonly33%ofthenon-welfarerecipientshiredintothesamejobatthesametime.

●UnitedAirlines:

Over500ofthe760formerwelfarerecipientshiredwerestillwiththeairlineayearlater.

●GiantFoods:

Over100welfarerecipientshadbeenhiredascashiers,pharmacyclerks,baker’sassistants,andetc.,andabout80%werestillemployedafterthe90-dayintroductoryperiod.

●MarriottCorporation:

Aleaderinwelfare-to-workprograms,Marriotthashiredseveralthousandwelfarerecipients.Theirsuccessismeasuredbythefactthatalmost70%arestillwithMarriott.AlloftheseexamplesillustratethatadditionalsourcesforasufficientsupplyofhumanresourcesarebeingtappedbyemployersaspartofmeetingtheirHRplanningneeds.TheexamplesalsoillustratethatabroadrangeofHRactivities,butespeciallytraining,mustbeseenasintegraltoorganizationsinobtainingthehumanresourcesneededforthefuture.

PlanAhead:

itwasn’trainingwhenNoahbuilttheark.RICHARDC

Thischapterdealswithplanningforthehumanresourcesthattheorganizationwillneedinthefuture.Theopeningdiscussionofusingwelfare-to-workprogramsasafuturesourceofhumanresourcesisonemeans.ButanydescriptionofHRplanningmustbeginonalevelonestephigher—withtheoverallstrategicplanoftheorganization.Strategicplanningcanbedefinedastheprocessofidentifyingorganizationalobjectivesandtheactionsneededtoachievethoseobjectives.Itinvolvesanalyzingsuchareasasfinance,marketing,andhumanresourcestodeterminethecapacitiesoftheorganizationtomeetitsobjectives.

Theprocessofstrategicplanningcanbethoughtofascircularinnature.AsFigure2—1shows,theprocessbeginswithidentifyingandrecognizingthephilosophyandmissionoftheorganization.Thisfirststepaddressesthemostfundamentalquestionsabouttheorganization:

●Whydoestheorganizationexist?

●Whatuniquecontributiondoesitmake?

●Whataretheunderlyingvaluesandmotivationsofownersandkeymanagers?

Oncethephilosophyandmissionoftheorganizationareidentified,thenextrequirementistoscantheenvironment.Thisscanningisespeciallyimportantwhenrapidchangesareoccurring,suchasinthelastseveralyears.HRmanagersalsoneedtheresultsofenvironmentalscanning.Forexample,somequestionsmightbe:

Whatrecruitingapproachesarecompetitorscurrentlyusingtoattract

scarcespecialties?

Howarecompetitorsusingwelfare-to-workprograms?

Willanewproductunderdevelopmentrequireaproductionprocessusinganexpandednumberofworkerswithdifferentknowledgeandskills?

AnswerstothesequestionsillustratethatHRmanagersmustbeabletopredictwhatcapabilitiesemployeeswillhavetoimplementthebusinessstrategy.Workforcepatternsandconditions,socialvaluesandlifestyles,andtechnologicaldevelopmentsaresomeexternalfactorstoconsider.

Afterexternalforcesareexamined,aninternalassessmentismadeofwhattheorganizationcandobeforeadecisionisreachedonwhatitshoulddo.Internalstrengthsandweaknessesmustbeidentifiedinlightofthephilosophyandcultureoftheorganization.Factorssuchascurrentworkforceskills,retirementpatterns,anddemographicprofilesofcurrentemployeesareitemsthatrelatetohumanresourcecapabilities.Nextcomesforecastingorganizationalcapabilitiesandfutureopportunitiesintheenvironmenttomatchorganizationalobjectivesandstrategies.

ThedevelopmentofstrategiesandobjectivesoftenisbasedonaSWOTanalysis,whichexaminesthestrengthsandweaknessesoftheorganizationsinternallyandtheopportunitiesandthreatsexternally.ThepurposeoftheSWOTanalysisistodevelopstrategiesthatalignorganizationalstrengthswithopportunitiesexternally,toidentifyinternalweaknessestobeaddressed,andtoacknowledgethreatsthatcouldaffectorganizationalsuccess.

Finally,specificplansaredevelopedtoidentifyhowstrategieswillbeimplemented.Detailsoftheplansbecomethebasisforimplementationandlateradjustments.Likeallplans,theymustbemonitored,adjusted,andupdatedcontinually.Thestrategicplanningprocessiscircular,sincetheenvironmentisalwayschangingandaspecificstepintheprocessmustberepeatedcontinually.

OrganizationalStrategyandHumanResources

Thedevelopmentofspecificbusinessstrategiesmustbebasedontheareasofstrengththatanorganizationhas.ReferredtoascorecompetenciesbyHamelandPrahalad,theyarethefoundationforcreatingthecompetitiveadvantageforanorganization.Acorecompetencyisauniquecapabilityintheorganizationthatcreateshighvalueandthatdifferentiatestheorganizationfromitscompetition.

HumanResourcesasaCoreCompetencyCertainly,manyorganizationshavevoicedtheideathattheirhumanresourcesdifferentiatethemfromtheircompetitors.OrganizationsaswidelydiverseasFederalExpress,Nordstrom’sDepartmentStores,andGatewayComputershavefocusedonhumanresourcesashavingspecialstrategicvaluefortheorganization.Thesignificanceofhumanresourcesasacorecompetencywasconfirmedinastudyof293U.S.firms.ThestudyfoundthatHRmanagementeffectivenesspositivelyaffectedorganizationalproductivity,financialperformance,andstockmarketvalue.

Somewaysthathumanresourcesbecomeacorecompetencyarethroughattractingandretainingemployeeswithuniqueprofessionalandtechnicalcapabilities,investingintraininganddevelopmentofthoseemployees,andcompensatingtheminwaysthatkeepthemcompetitivewiththeircounterpartsinotherorganizations.Thevalueofhumanresourceswasdemonstratedseveralyearsago,whenUnitedParcelServiceworkerswentonstrike.Inofficesaroundthecountry,customershadconcernsthatthebrown-shirtedUPSdrivers,whomcustomersoftenknewbytheirfirstnames,werenotworking.FortunatelyforUPS,itsdrivers,andtheircustomers,thestrikewassettled