1. Chapter Seven Human resource planning and human resource information systems

2. Human resource planning (HRP)
Objectives
1 Discuss how to align a company’s human resource planning with its strategic direction.
2 Determine the labour demand of workers in various job categories.
3 Discuss the advantages and disadvantages of various ways of eliminating a labour surplus and avoiding a labour shortage.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

3. The human resource planning (HRP) process
The process through which organisational goals are translated into human resource goals, concerning staffing levels and allocation.
Human resource planning involves forecasting human resource needs for an organisation and planning the necessary steps to meet these needs.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

4. Figure 7.1 Overview of the HRP process
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

5. Forecasting
The attempt to determine the supply of and demand for various types of human resources, in order to predict future labour shortages or surpluses in areas within the organisation.
Determining labour demand
Determining labour supply
Transitional matrices
Matrices showing the proportion or number of employees in different job categories at different times.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

6. A hypothetical transitional matrix for a car parts manufacturer
Table 7.1
A hypothetical transitional matrix for a car parts manufacturer
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

7. Goal setting and strategic planning
Reducing an expected labour surplus, for example:
Downsizing
Early retirement programs or
Avoiding an expected labour shortage, for example:
Employing temporary workers
Outsourcing
Overtime and expanding worker hours
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

8. Downsizing
The planned elimination of large numbers of personnel designed to enhance organisational effectiveness.
Workforce reduction
a type of downsizing strategy, using a cost-cutting approach emphasising short-term results and redundancies
Organisational redesign
restructuring or delayering of the organisation, with elimination of functions, layers and work processes
Systemic change
a program of organisational cultural change involving all staff
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

9. Major reasons for downsizing
Cost reduction
Introduction of new technology
Globalisation and changing location of business
Mergers and acquisitions leading to reduced need for bureaucracy
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

10. Major reasons for the failure of downsizing
Initial cost savings but long-term negative effects
Loss of people who are ‘irreplaceable assets’
‘Survivor syndrome’: loss of motivation, self-absorption, risk-aversion
‘Survivors’ seek new employment
Reputational damage
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

11. Program implementation and evaluation
Accountability
Authority and resources available to accomplish the stated goals
Regular progress reports on implementation
Evaluation of results
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

12. Formal HRP is more likely in organisations that:
are larger
have greater overall business planning sophistication
have top-management support for human resource planning
have more involvement of human resource managers in the business planning process
have greater integration across human resource activities.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

13. A strategic approach to HRP includes the following:
Top management and HR managers that desire proactive involvement of HRM in the achievement of organisational goals.
The integration of employee needs and wishes for career development with organisational goals.
Coordination across HRM activities in light of organisational strategies and goals.
Adherence to principles of equal opportunity.
A focus on planning at the organisational level, not only at the industry level or regional level.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

14. Summary of human resource planning
When managed well, human resource planning can enhance the success of the organisation while minimising difficulties resulting from poorly anticipated labour surpluses or shortages.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

15. Human resource information systems (HRIS)
Objectives
1 Discuss the types of technologies that can improve the efficiency and effectiveness of HR.
2 Discuss human resource information systems and their various applications for HR activities.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

16. Human resource information systems (HRIS)
A system used to acquire, store, manipulate, analyse, retrieve and distribute information that is related to a company’s human resources.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

17. Factors leading to use of more sophisticated HRIS
Development of increasingly complex and comprehensive IT systems
Economic pressures
Increasing demands by government for organisations to collect employee data
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

18. HRISs are used for three broad functions
Transaction processing, reporting and tracking
Decision support systems
Expert systems
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

19. Information technology and HRM
Technology: advantages or disadvantages?
Employees gain complete control over their training and benefits enrolments (self-service).
A paperless employment office can be created.
There is streamlining the HR department’s work.
Technology can provide knowledge-based decision support.
Employees and managers select the type of media they want to use to send and receive information.
Work can be completed at any time, any place, day or night.
Enables closer monitoring of employees’ work.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

20. HR technologies Interactive voice technology Internet
Networks and client-server architecture
Relational databases
Imaging
Laser disc technology
Groupware, intranets and portals
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

21. HRIS: software applications for HRM
HR planning applications
Succession planning
Workforce profile analysis
Workforce dynamics analysis
Staffing applications
Applicant recruiting and tracking
Employee database development
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

22. HRIS: software applications for HRM (continued)
Performance management applications
Learning and career development applications
Compensation and benefits applications
Payroll
Job evaluation
Salary surveys
Salary planning
International compensation
Benefits management
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri

23. Summary of human resource informations systems
Increasingly, organisations depend on more sophisticated HRIS in order to support human resource activities.
Key drivers are:
the increasing globalisation of business
the development of more flexible, non-traditional organisation structures
the development of information technology.
Copyright  2005 McGraw-Hill Australia Pty Ltd PPTs t/a Human Resource Management in Australia 2e by De Cieri, Kramar, Noe, Hollenbeck, Gerhart & Wright.
Slides prepared by Helen De Cieri