HRM (Subject) / Workforce Planning (Lesson)
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Processes and instruments in HRM
This lesson was created by imackenb.
- Workforce planning content and objectives the process by which management determines how organization should move from its current manpower position to its desired position have the right number and the right kinds of people, at the right places, at the right time quantative dimension qualitative dimension geographic dimension time Objectives increase efficiency performance maintenance flexibility and innovativeness fair and equal workload distribution among employees
- Workforce Planning non-analytical methods conceptional key figures mostly political goals, e.g. number of students per prof Span of supervision assumes optimal number of employees per manager Static methods assumption: manpower requirements depends on certain performance figures (turnover...) e.g. regression analysis to identify most important predictors for manpower requirements Benchmarking Manpower requirement is compared with headcount of a similar unit
- Workforce planning analytical methods time and motion studies 1. Analysis and grouping of working processes 2. Measurements of the average time needed for this working process direct measurement of time or use of predetermined motion time systems (PMTS) or methods-time measurements (MTM): Procedure: 1. Decomposition in subtasks, 2. Read time needed for subtasks from industry-specific tables, 3. Estimate time needed for tasks which do not occur regularly 3. Estimation of workforce requirements e.g. with Rosenkranzformel
- Workforce Planning Summary and Criticism Non-analytical methods mostly start at organizational unit past-oriented data primarily objective assurance of performance and appropriate workload Analytical methods start at task-level time-consuming and costly low employee acceptance especially appropriate for standardized tasks objective is realization of as most economic efficiancy as possible
- Advantages of internal Recruitment low selection risk less costly and time-consuming better firm-specific, knowledge of the candidates receiving firm specific qualifications motivation and decrease of fluctuations through internal career perspectives stabilization of personell structure
- Advantages of external Recruiting more selection alternatives often less costs for further training no organizational blindness of candidates getting information about other companies encouraging competition through prevention of internal pomotion automatisms Flexibillity of personnel structure
- Recruting methods internal job advertisements job ads in print- and online-media Friends and relatives federal employment office campus-recruiting headhunter speculative application personnel leasing
- Employer Image Mirrors the public opinion on a company as employer Formed on internal and external labor market Important for personnel selection and commitment of employees Important influences on employer image: market success location compensation level company benefits corporate culture career oportunities employer branding: measrures to place the company as an attractive emplyer