人力资源管理·规划篇

HumanResourcePlanningGUOXUNContentsHRPanditsRelationtoOrganizationalPlanning

StepsintheHRPProcessToolsandTechniquesofHRPOtherquestionsaboutHRP

41231.1

TheConceptofHRP

——Theprocessofgettingtherightnumberofqualifiedpeopleintotherightjobattherighttime.

——Thesystemofmatchingthesupplyofpeople—internally

andexternally—withtheopeningstheorganizationexpectstohaveoveragiventimeframe.RighttimeRightpeopleRightjobThetargetofHRP1.

HRPanditsRelationtoOrganizationalPlanning

1.2Strategy-linkedHRP●Strategy-linkedHRP

——Strategy-linkedHRPisbasedonacloseworkingrelationshipbetweenhumanresourcestaffandlinemanagers.(LLOYDL·BYARS)HumanresourcemangersLinemangersConsultRespondtoimplicationofHRstrategies.2.

StepsintheHRPProcessStep1Step2Step3Step4Determiningtheimpactoftheorganization’sobjectivesonspecificorganizationalunits.Definingtheskills,expertise,andtotalnumberofemployeesrequiredtoachievetheobjectives

Determiningthenethumanresourcerequirementsinlightoftheorganization’scurrenthumanresources.Developingactionplanstomeettheanticipatedhumanresourceneeds.●

Step1:DeterminingOrganizationalObjectives

★

Organizationalobjectives

——itgivetheorganizationanditsmembersdirectionandpurpose,shouldbestatedintermsofexpectedresults.★CascadeApproach

——itisamannerthatestablishingorganizational,divisional,anddepartmentalobjectives.

★CascadeApproach(Page119)Statementoforganization’smissionLong-rangeobjectivesandstrategicplansShort-rangeperformanceobjectivesDivisionordepartmentobjectivesSubunitobjectivesTopmanagementSupervisionTopmanagementMiddlemanagement●

Step2:DeterminingtheskillsandExpertiseRequired

ManagerialEstimates——Managersmakeestimatesoffuturestaffingneedsbasedonpastexperience.Statisticalandmodelingmethods——Timeseriesanalysis/Personnelratios/Productivityratios/Regressionanalysis.DelphiTechnique——Eachmemberofapanelofexpertsmakesanindependentestimateofwhatthefuturedemandwillbe.

Scenarioanalysis——usingworkforceenvironmentalscanningdatatodevelopalternativeworkforcescenariosMethodsofForecastingHumanResourceNeeds：

Benchmarking——Thoroughlyexamininginternalpracticesandproceduresandmeasuringthemagainstthewaysothersuccessfulorganizationsoperate.EstimatethecurrenthumanresourcesoftheorganizationAnticipatehumanresourcesoftheorganizationSkillsInventory:names/characteristics/skillsofemployeesManagementInventory:

managers’pastperformance/strengths/weaknesses/potentialforadvancement.

●Step3:DeterminingAdditionalHumanResourceRequirementsRetirementsTransfersDeathsDischargesResignationsPromotions●

Step4:DevelopingActionPlans

TheNetHumanResourceRequirements

TheDesiredResultsadditionreductionEarlyRetirementLayoffsPermanenthiresTemporaryhiresNetRequirementsOutsourceTerminationsReductionVoluntaryResignationsReclassificationTransferWorksharingEconomicactivityCompetitionGovernmentHistoricaldataOtherOrganizationalobjectivesDivisionalanddepartmentalobjectivesSkillsandabilitiesrequiredHumanresourcesdemandNethumanresourcerequirementsSkillinventoryAnticipatedchangeRecruitmentAttrition,layoffs,terminations,earlyretirementsvoluntaryresignationsSelectionOrientationDevelopmentPromotions,transfers,retirements,deaths,discharges,resignations●

Step5:SynthesizingtheHRPProcess3.

ToolsandTechniquesofHRP●SkillInventory●SuccessionPlanning

——Identifyingspecificpeopletofillkeypositionsthroughouttheorganization.★OrganizationReplacementChart(Page126)

——Showingbothincumbentsandpotentialreplacementsforgivenpositions.●CommitmentManpowerPlanning

——GettingmanagersandtheiremployeesthinkingaboutandinvolvedinHRP.●RatioAnalysis4.

OtherquestionsaboutHRP

●

TimeFrameofHRP

Organizationalplansareclassifiedasshort-range（0-2years）、mediaterange（2-5

years）,orlong-range（beyond5years），HRPshouldcorrespondwiththeorganizationalplansintimeframe.●HRP:AnEvolvingProcessStage5Stage4Stage3Stage2AddYourTextStage1DosomeHRP,butlittleofthemareintegratedintothelong-termbusinessplanHavealong-termbusinessplansRealizeHRPisimportantNolong-termbusinessplansNoHRPDoagooddealofHRP,atleastonecomponentintegratedintothelong-termbusinessplan.HRPisavitalpartofthelong-termbusinessplan，●

StrategicHumanResourceManagement★

ThreeMajorSubfieldsofHRM

(Boxall,Purcell,andWright,2007)

MicroHRMHumanResourceManagementStrategicHRMInternationalHRM●TheDefinitionofSHRM——Thepatternofplannedhumanresourcedeploymentsandactivitiesintendedtoenableanorganizationtoachieveitsgoals.（Wright&Mcmanhan,1992）●TheevolutionofSHRM(1)Explainingcontingencyperspectivesandfits(Early1980s);(2)Shiftingformafocusonmanagingpeopletocreatingstrategiccontributions(1980s);(3)ExpandingthescopeofSHRM(1980s);(4)ElaboratingHRsystemcomponentsandstructure(Early1990s);(5)AchievingHRimplementationandexecution;(6)MeasuringoutcomesofSHRM(Laterinthe1990s);(7)Evaluatingmethodologicalissues(Since2000).

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TheBasicFrameofSHRMPoliticalEnvironmentTechnologicEnvironmentCultrualEnvironment

EconomicEnvironmentStrategyOrganizationalStructureHRM●

TheprocedureofSHRMEnvironmentEvaluation

StrategyMakingStrategyImplementationReferences[1]拜厄斯.人力资源管理（第七版）[M].北京：人民邮电出版社,2006[2]LLOYDL.BYARS,LESLIEW.RUE.HUMANRESOURCEMANAGEMENT.(SeventhEdition)[M].Beijing:POST&TELECOMPRESS,2006:117-129.[3]MarkL.Lengnick-Hall,CynthiaA.Lengnick-Hall,LeticiaS.Andrade,BrianDrake.Strategichumanresourcemanagement:Theevolutionofthefield[J].HumanResourceManagementReview19(2009)64–85[4]Boxall,P.Purcell,J.,&Wright,P.M.Humanresourcemanagement:Scope,analysisandsignificance.Thehandbookofhumanresourcemanagement[J].Oxford:OxfordUniversityPress.[5]Wright,P.M.,&McMahan,G.Theoreticalperspectivesforstrategichumanresourcemanagement[J].JournalofManagement,1992(2),295−320.[6]GaryC.McMahan,MyrtleP.Bell,Meghna

Virick.STRATEGICHUMANRESOURCEMANAGEMENT:EMPLOYEEINVOLVEMENT,DIVERSITY,ANDINTERNATIONALISSUES[J].HUMANRESOURCEMANAGEMENTREVIEWS.VOLUME8,NUMBER3,1998.[7]LloydC.Harris,EmmanuelOgbonna,Strategichumanresourcemanagement,marketorientation,andorganizationalperformance[J].JournalofBusinessResearch,2001(51),157-166.[8]

SeanA.Way,DianeE.Johnson.Theorizingabouttheimpactofstrategichumanresourcemanagement[J].HumanResourceManagementReview2005(15)1–19[9]JamesD.Werbel,SamuelM.DeMarie.Aligningstrategichumanresource