Bangladesh University of Professionals (BUP)

Faculty of Business Studies (FBS)

Department of Management Studies
July-Dec 2023 Semester (Held in Jan-June 2024)
Human Resource Management (MGT 2201)
Section-A & B
Case Study (CT-2)

Full Marks: 10

Instruction:

✓ Answer the Questions given at the end of the case.

✓ You should solve the case in a group.
✓ Each member of an individual group should have a role in solving the case.
✓ Before starting writing answers to the case, please, mention the specific role of each member
on the first page of your solution sheet.

Human Resource Planning Support Systems

The description of United Airlines’ short-range Station Manpower Planning System provides
an indication of the importance of having appropriate computer systems to support such efforts.
Although the United system’s forecasting range is on the short-term end of the spectrum, its
computerized system has an obviously important financial impact in cost savings. While some
human resource forecasting approaches are qualitative rather than quantitative and therefore
require minimal computer support, many others require sophisticated software. Because
organizations’ human resources are utilized more frequently today as sources of competitive
advantage, human resource planning inputs will become more critical in the strategy formulation
process. As a result, both human resource executives and other senior managers will need timely
information on the future availability of critical human resources. Similarly, they will need timely
information on the staffing requirements of a particular strategic alternative. Interestingly, even in
the most traditional area of human resources-labor relations-computerized systems are already
being used in union contract negotiations to provide on-the-spot cost evaluations of proposals and
counterproposals.
 Fortunately, a number of computer software packages are available for strategic human
resource applications. For example, specialized software can be obtained for succession planning,
human resource forecasting, and modeling human resource flows. In managing the software
acquisition and implementation process, there are several factors to be considered. One suggestion
is that the software evaluation team should include representatives from end-user groups,
information technology (IT), and any other support groups. Because of the greater decentralization
of human resource planning in many organizations, users’ perceptions of the user friendliness and
usefulness of software should be even more critical. As line managers take on more responsibilities
for succession planning, human resource planning, and forecasting, there will be increased need
for systems they can use without great difficulty. Along this line, efforts to educate line managers
on use of these software packages should enhance the ultimate success of the company’s human
resource planning and forecasting efforts. While adequate representation from these groups is
critical, the evaluation team should be small enough to perform its task promptly. A second
suggestion is that the evaluation team should develop a set of initial screening procedures to narrow
down the list of packages to a smaller set for in-depth evaluation. Potential screening procedures
include checking the software’s functionality against a requirements list, checking with human
resource contacts in other companies using the software, viewing vendor presentations, and
obtaining recommendations from industry associations.
A third suggestion pertains to the in-depth examination phase. The assessment in this phase
should assign highest priority to the mandatory requirements. Beyond whether the software
performs the required functions, other components of this phase include an assessment of the
technical compatibility of the software with the organization’s other software systems; the
software’s functionality or types of operations it performs; the adequacy of documentation; ease
of enhancing the software as future requirements and business conditions change; ease of
maintenance; the level of training that will be needed for users; and an assessment of the vendor’s
staying power and the likelihood of satisfactory service in the future. More detailed checklists of
factors for software evaluation are available in the practitioner literature.
Although there is a growing availability of human resource planning software, managers
should remember that user dissatisfaction is still a problem with various software packages. Such
dissatisfaction often results because the complexity of software has been underestimated and
insufficient resources have been allocated to its implementation.
Questions
1. What would be some critical parameters or assumptions in software used to forecast an
organization’s internal supply of human resources?
2. Which of a company’s computerized databases should be integrated with a computerized
succession planning system? Which ones should not?
3. What are the factors that could prevent a company from realizing the benefits of an
investment in human resource planning software? Explain how each one affects the return
on investment.
4. What organizational groups should be represented on a committee that will develop the
requirements list against which human resource planning should be evaluated?