1. HR Planning MANA 4328 Dr. George Benson benson@uta.edu

2. How many people do we need?  Product Demand X Labor Productivity  Turnover Where are they coming from?  Internal Labor Market  Existing employees  External Labor Market  Potential employees HR Planning

3. HR Forecasts  Labor demand  Strategic Planning  Succession Planning  Managing Retention  Labor supply  Labor markets  Specific shortages Labor SupplyLabor Demand

4. Forecasting Labor Requirements  Total labor requirements  Productivity and FTE employees  Scheduling and shifts  High volume / traffic times  Internal Labor Market An internal survey of Houston Police Department officers eligible for retirement in 2004 found that 534 plan to leave that year - a 300% increase over recent years that translates into 1 in 10 officers.  External Labor Market  CVS disclosed in its annual report that it was forced to cut pharmacy hours in 2003 due to lack to qualified pharmacists.

5. Forecasting Techniques  Budgeting  Statistical Techniques  Trend analysis  Regression  Probability models  Qualitative Techniques  Ask the experts / Delphi Technique  Needs are then compared to current workforce to identify gaps and decide staffing actions.

6. Trend Analysis of HR Demand 1997$2,35114.33164 1998$2,61311.12235 1999$2,9358.34352 2000$3,30610.02330 2001$3,61311.12325 2002$3,74811.12337 2003$3,88012.52310 2004*$4,09512.52327 2005*$4,28312.52342 2006*$4,44612.52355 BUSINESS  LABOR = HUMAN RESOURCES FACTORPRODUCTIVITYDEMAND YEAR (SALES IN THOUSANDS)(SALES/EMPLOYEE)(NUMBER OF EMPLOYEES) *Projected figures

7. Forecasting Supply of Employees  Staffing Tables  Markov Analysis  Skill Inventories  Replacement Charts  Succession Planning

8. Forecasting Internal Labor Supply  Staffing Tables  Graphic representations of the number of employees currently occupying certain jobs and future (monthly or yearly) employment requirements.  Markov Analysis  A method for tracking the pattern of employee promotions up through and organization.

9. Markov Analysis for a Retail Company

10. Internal Demand Forecasting Tools  Skill Inventories  Databases of employee KSA’s, education, and used to match job openings with employee backgrounds.  Replacement Charts  Listings of current jobholders and persons who are potential replacements if an opening occurs.  Succession Planning  The process of identifying, developing, and tracking key individuals for executive positions.

11. Replacement Charts

12. Forecasting Databases PeopleSoft, SAP and Many Others “Army Leads the Way in Forecasting Its Hiring Needs” Washington Post April 29, 2001  (WASS) Workforce Analysis &Support System  WASS holds 25 years' worth of data on Army civil service jobs and can be used to analyze long-term workforce trends.  (CIVFORS) Civilian Forecasting System  Computerized Forecasting System  Army hires 25,000 people annually by 2007

13. CIVFORS Projections Based On:  Life-cycle modeling of the civilian workforce based on: Promotions Reassignments Retirements Separations  Time series forecasting techniques used to compute probabilities of events such as retirement and turnover.  Historical data and personnel characteristics are used as predictors of future behavior.

14. Strength FY89 Median Age 42 FY89 Median Age 42 Age U.S. Citizen, Direct Hire, Appropriated Fund, Military & Civil Functions Shifting Age Distributions in the Civilian Workforce Since 1989 Significant decrease in age groups less than 44 Build-up of retirement eligibles FY01 Median Age 48 FY01 Median Age 48

15. Staffing Actions  Recruiting new employees  Developing existing employees  Retaining key employees  Restructuring or redeployment  Outsourcing functions  Using contingent employees  Reassigning shifts

16. 911 Call Center Staffing  Call center handles a peak of 720 calls per hour.  Average call lasts 1 minute.  Must be fully staffed 24 hours a day taking into account variations in activity by hour and day.  Each dispatcher must work only 40 hours in any given week to avoid paying overtime.  Each dispatcher must have days-off according to any applicable laws and union agreements.  Take into account the usual absence rate, including sick leave, vacation and other leave.  Take into account the desires of the employees.

17. 911 Call Center Staffing  How many dispatchers do I need to answer 720 number of phone calls per hour?  How many employees do I need to staff a certain number dispatchers per shift?  What days and hours should the dispatchers be assigned to work?

18. 911 Call Center Staffing How many dispatchers do I need per shift?  Peak of 720 calls per hour and 1 minute per call = 12 dispatchers How many employees do I need to staff 12 per shift?  Three 8 hour shifts X 12 dispatchers = 36 dispatchers for 24 hour coverage  “Vacancy factor” is used to account for time off.  36 x 1.7 = 61.2 employees What days and hours should the dispatchers be assigned to work?  Shift Length Variations (8-10-12 or variable hours)  Same days-off or rotating?  Same shifts or rotating?

19. “Vacancy Factor” Indicates how many persons it takes to fill a position for a single shift, taking into account vacation, sick leave, training days, and other types of leave. 1. Total the number of days-off for all dispatchers including days off per week, vacation, sick time, training days etc. 2. Divide the total by the number of employees to obtain an individual average days-off per employee. 3. Subtract the above figure from 365 (days in a year) to estimate the average "days-on” per employee. 4. Divide 365 by the above number to obtain the vacancy or factor. 911 call centers average between 1.4 to 1.7.