HR Chpt. 5

organizations should carry out human resource planning so as to meet business objectives and gain a competitive advantage over competitors. compares present with future goals

• -attempts to determine the supply and demand for various types of human resources to predict areas within the org. where there will be labor shortages or surpluses.
• 1)forecast demand for labor
• 2)determining labor supply
• 3)determining labor surplus or shortage

constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year

chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period

• -contain comprehensive info about the capabilities of current employees: name, age, date of employment, position, duties, responsibilities.
• -updated regularly for promotion opportunities
• -simpler these days through HR info systems

• 1)general economic conditions - unemployment rate
• 2)National labor market conditions- demographic trends
• 3)local labor market conditions- community growth rates, chambers of commerce and local development

• 1)goals come from analysis of labor supply + demand
• 2)includes specific figure of what should happen with the job category or skill area and timetable
• 3)each goal should have 1 or more HR strategies
• 4)organizational core competency
• Ex:downsizing, early retirement programs, phased retirement, temporary workers, outsourcing, overtime

• 1)implementing the strategies and evaluating outcomes
• 2)some individual must be accountable
• 3)checking whether the org. has succeeded in avoiding labor shortages or surpluses

• -any practice or activity carried on by the org. with the primary purpose of identifying and attracting potential employees
• -requires creative efforts to identify and attract both active job seekers and passive job seekers

promote from within policies make an organization more attractive

Meeting or exceeding the market rate of pay to compete for applicants

weighting the advantages of employment at will policies against the impact on recruitment

• -using marketing techniques to become an "employer of choice"
• -generate a favorable image

employee who currently hold other positions in the organization

• ads:1)generate applicants who are well known to the org
• 2)realistic expectations about job
• 3)cheaper + faster
• 4)enhanced morale if competence is rewarded
• DisAds:1)discontent of unsuccessful candidates
• 2)employee dissatisfaction with insider as new boss
• 3)possibility of "inbreeding"

• 1)direct applicants and referrals
• 2)advertisements
• 3)electronic recruiting
• 4)public employment agencies
• 5)private employment agencies
• 6)universities and colleges

• 1)larger pool of qualified candidates
• 2)more diverse applicant pool
• 3)acquisition of new skills and knowledge for creative problem solving
• 4)elimination of rivalry for transfers/promotions
• 5)potential cost savings from hiring skilled individuals with no need for training