Professional Documents
Culture Documents
Demand
Demand
Organizational and unit strategic plans Size of organization Staff and Managerial Support Organizational design
TREND PROJECTION
This top-down technique: Develops a forecast based on a past relationship between a factor related to employment Example: Sales levels are related to employment needs
EXAMPLE
Producion in units- 5000
Number of workers- 100 Ratio- 100:5000 Estimated production- 8000 Number of workers required8000*100:5000 = 160 ie there is a need of 60 more employees
LABOR PRODUCTIVITY
(SALES/EMPLOYEE)
(SALES IN THOUSANDS)
2000
2001 2002 2003
$3,306
$3,613 $3,748 $3,880
10.02
11.12 11.12 12.52
330
325 337 310
2004*
2005* 2006*
$4,095
$4,283 $4,446
12.52
12.52 12.52
327
342 355
*Projected figures
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.
Skills inventories vary greatly in their sophistication Some are as simple as a file drawer of index cards Others involve expensive and complex computer databases
Name Present location Date of employment Skills, knowledge, education Professional qualifications Licenses and patents Supervisory evaluations
Employee number Date of birth Job classification Foreign language skill Publications Hobbies Salary range
Skills inventories are useful only if management uses the data to make significant decisions
Before accessing the data, managers must be trained to avoid abuse of the system
FORECASTING HR SUPPLY
Succession Planning
The process of identifying a long-term plan for the orderly replacement of key employees.
Promotability
234
235
FORECASTING HR SUPPLY Forecasting Internal HR Supply DEMAND Effects of promotions, lateralAND moves, and terminations
Succession analysis
Replacement charts Transition matrix (Markov matrix)
236
Figure 29
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239
Negative consequences
Cannibalization of HR resources Loss of specialized skills and experience Loss of growth and innovation skills
Managing survivors
Provide explanations for actions and the future Involve survivors in transition/regrouping activities
240
Layoffs
Employees are placed on unpaid leave until called back to work when business conditions improve. Employees are selected for layoff on the basis of their seniority or performance or a combination of both.
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