1. 4-1 Dessler, Cole and Sutherland Human Resources Management in Canada Canadian Ninth Edition Chapter Four Human Resources Planning © 2005 Pearson Education Canada Inc., Toronto, Ontario 4-1

2. 4-2 Human Resources Planning HR Planning Strategic Planning -reciprocal and interdependent relationship -environmental scanning critical for both -reciprocal and interdependent relationship -environmental scanning critical for both © 2005 Pearson Education Canada Inc., Toronto, Ontario

3. 4-3 Elements of Effective HR Planning 2. Forecast Future Internal/External Candidates (Supply) 1. Forecast Future HR Needs (Demand) 3. Implement Plans to Balance Supply and Demand 4. Monitor and Evaluate Results © 2005 Pearson Education Canada Inc., Toronto, Ontario

4. 4-4 Forecasting Future HR Needs (Demand) Forecasting based on: -demand for product/service -projected turnover -quality and nature of employees -decisions regarding product quality -plans for technological change -plans to reduce headcount -financial resources Forecasting based on: -demand for product/service -projected turnover -quality and nature of employees -decisions regarding product quality -plans for technological change -plans to reduce headcount -financial resources © 2005 Pearson Education Canada Inc., Toronto, Ontario

5. 4-5 Forecasting Future HR Needs (Demand) Trend analysis: review past employment levels Ratio analysis: ratio of business activity/employees Scatter plot: graph of business activity/employees Regression analysis: statistical relationship between business activity and employees Computerized forecasting techniques Trend analysis: review past employment levels Ratio analysis: ratio of business activity/employees Scatter plot: graph of business activity/employees Regression analysis: statistical relationship between business activity and employees Computerized forecasting techniques Quantitative Approaches © 2005 Pearson Education Canada Inc., Toronto, Ontario

6. 4-6 Forecasting Future HR Needs (Demand) 1. Nominal Group Technique -experts meet face-to-face -group discussion facilitates exchange of ideas -possible subjectivity, group pressure 2. Delphi Technique -experts work independently -wide range of views -difficult to integrate diverse opinions 1. Nominal Group Technique -experts meet face-to-face -group discussion facilitates exchange of ideas -possible subjectivity, group pressure 2. Delphi Technique -experts work independently -wide range of views -difficult to integrate diverse opinions Qualitative Approaches © 2005 Pearson Education Canada Inc., Toronto, Ontario

7. 4-7 Forecasting Future HR Supply visual representations of likely internal replacement employees for each position data on each candidate includes: age present performance rating promotability status visual representations of likely internal replacement employees for each position data on each candidate includes: age present performance rating promotability status Replacement Charts © 2005 Pearson Education Canada Inc., Toronto, Ontario

8. 4-8 Forecasting Future HR Supply analyze demand for managers/professionals audit existing executives, project future supply individual career planning/career counseling accelerated promotions performance-related training and development planned strategic recruitment analyze demand for managers/professionals audit existing executives, project future supply individual career planning/career counseling accelerated promotions performance-related training and development planned strategic recruitment Succession Planning © 2005 Pearson Education Canada Inc., Toronto, Ontario

9. 4-9 Balancing Supply and Demand Dealing with a Labour Surplus hiring freeze attrition buy-out and early retirement programs reducing hours (job sharing, reduced workweek, part-time work, work sharing) internal transfers layoffs (reverse seniority or juniority) termination with outplacement assistance hiring freeze attrition buy-out and early retirement programs reducing hours (job sharing, reduced workweek, part-time work, work sharing) internal transfers layoffs (reverse seniority or juniority) termination with outplacement assistance © 2005 Pearson Education Canada Inc., Toronto, Ontario

10. 4-10 Balancing Supply and Demand Dealing with a Labour Shortage overtime hiring temporary employees subcontracting work external recruitment transfers promotions overtime hiring temporary employees subcontracting work external recruitment transfers promotions © 2005 Pearson Education Canada Inc., Toronto, Ontario