Human Resource Planning and Development

13th March 2011

Agenda for today HR Forecasting Process Forecasting Activity Categories Benefits Determining Net HR Requirements

HR Demand & Supply Techniques HR Supply and Retention programs

Strategic International HRM Corporate International Business Strategies International Staffing

M&As Downsizing & Restructuring Succession Management

HR Forecasting Forecasting Activity Categories

Transaction based

Event Based

Process Based Benefits

Reduces HR Costs

Increases Organizational Flexibility

Closely Linked to Macro Business Forecasting

HR Forecasting (..contd) Determining Net HR Requirements

HR Demand = External Supply + Internal Supply

When do we have a surplus or a deficit?

HR Demand & Supply Techniques in HR Forecasting

Index / trend analysis

Expert Forecast

Delphi Technique

Nominal Group technique

Lets go to Pg. 193

HR Demand & Supply Now lets go back to our statistics lessons…

Suggest a technique you think could be used for HR forecasting.

HR Demand & Supply We have 6 techniques to ascertain HR Supply too. Skills & Management Inventory Succession Replacement Analysis Markov Model Linear Programming Movement Analysis Vacancy Model Retention programs Lets look at an example straight from Canada.. Available at pg. 223

Strategic International HRM Corporate International Business Strategies Domestic Strategy Multi domestic Strategy Multinational Strategy Global Strategy IHRM Strategies Adaptive, exportive and Integrated What traits should a Global manager possess?

Mergers & Acquisitions

Types of M&As

HR Issues

Downsizing & Restructuring Downsizing Strategies Workforce reduction Workforce redesign

Systematic Change

Approaches to Workforce reduction (pg. 274)

Managing the psychological contract

Succession Management Why Succession Management

The process 1. Align with Business Strategy 2. Identify Skills and Competencies 3. Identify high potential employees 4. Provide developmental opportunities 5. Monitor Succession management

CS: The SM process at Air Canada (pg. 255)

Process of Staffing Lets take the case of Lenovo:   Lenovo selects the most qualified applicant to fill an open role by reviewing candidates

whose experience, skills, education and background best match the requirements for the opening. Here are the core steps of the recruiting process:

  Resume Review: The recruiter and the hiring manager review and select the top resumes to

move forward in the process. Screening: The recruiter conducts an initial phone screen with a small number of selected

candidates. Interview: Candidates that pass the phone screen are connected with the hiring manager for

a first interview. This interview can be either on the phone or in person. Depending on the hiring manager’s need, some candidates may be requested to participate in a second interview on site.

Selection Decision: The hiring manager and interviewers make the final selection decision. 

Types of Interview Screening and Hiring interviews

Types of Hiring interviews Structured – skill, preference, behavior Unstructured Panel Interview

Behavior Event interviewing Behavior-based interview questions follow the STAR

pattern: Situation, Task, Action, and Result.

An example of this is: Situation: Think about when you ____. (Interviewer

describes a specific situation which identifies soft skill.) Task: What needed to be done about the situation? Action: What did you do to resolve the situation? Result: What was the result?

Learning Models – Cognitive / Behavioral

Learning is commonly defined as a process that brings together cognitive, emotional, and environmental influences and experiences for acquiring, enhancing, or making changes in one's knowledge, skills, values, and world views

Behavior based approach stresses on learning as acquisition of new behavior through conditioning

Two types of behavioral conditioning: - Classical - Operant

Learning Models Cognitive based approach are based on 1. that the memory system is an active organized processor of information

and 2. that prior knowledge plays an important role in learning. 

Constructivism views learning as a process in which the learner actively constructs or builds new ideas or concepts based upon current and past knowledge or experience. In other words, "learning involves constructing one's own knowledge from one's own experiences.

Training Need Analysis Training can be described as “the acquisition of skills,

concepts or attitudes that result in improved performance within the job environment”.

Training analysis as a process often covers:

1. Review of current training

2. Task analysis (of new or modified system)

3. Identification of training gap

4. Statement of training requirement

5. Assessment of training options

6. Cost benefit analysis of training options

Training Need Analysis The task of training can be broken down into a number of discrete

components, each addressing a different part of the overall learning process. This breakdown is as follows:-

Psycho-motor Skills

Procedural Skills

Knowledge Transfer

Communication Skills

Attitude Learning

Performance Training

The role of training analysis is to build a formal bridge between the available design data and the training media and training objectives, in order to facilitate the transfer of training elements into the operational environment.

Effective Training Design Offer an integrated model for the experience.

Use a host of training pedagogies. Since adults learn differently from another, different methodologies can and should be used. A mix of lecture, small group discussion, written case studies, live case studies, action learning projects, team presentation, videos, technology-based learning, simulations, assessment tools.

Design modules to follow the concept-illustration-action (C-I-A) rational. 

Build recursive lessons (self-reflective and self-learning) into the training. The half-life of knowledge is getting increasingly shorter, so all concepts taught in training need to be analyzed and updated consistently. For example, when IBM CEO Lou Gerstner wanted to increase organization capabilities of speed and collaboration, he sponsored a training experience called Accelerating Change Together (ACT).

Training Evaluation Donald Kirkpatrick's 4 levels of evaluation model

The four levels of Kirkpatrick's evaluation model essentially measure:

Reaction of student - what they thought and felt about the training

Learning - the resulting increase in knowledge or capability

Behaviour - extent of behaviour and capability improvement and implementation/application

Results - the effects on the business or environment resulting from the trainee's performance

Career Development – Issues and Challenges

Managing Knowledge Workers Managing Technological Challenges Competence of HR Managers Developing Leadership Managing Change Managing Workplace Diversity

LETS DO A QUICK RECAP….