Human
Resource HR Planning
Management & EEO
CHAPTER 2
Robert L. Mathis | John H. Jackson | Sean
R. Valentine
14e
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Web site, in whole or in part.
Learning Objectives
Summarize the organization’s strategic
planning process
Explain the key differences between good
and bad strategy and suggest a way to force
strategic asset reallocation
Outline how HR’s Strategies are merged with
organizational strategies and give two
examples
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Web site, in whole or in part.
Learning Objectives
Discuss how one forecasts for supply and
demand of Human Resources
List options for handling a shortage and
surplus of employees
Identify how organizations can measure and
analyze the effectiveness of HR management
practices
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Web site, in whole or in part.
Strategy and Strategic Planning
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Web site, in whole or in part.
Strategic HR Management
Entails providing input into organizational
strategic planning and developing specific HR
initiatives to help achieve the organizational
goals
Develops processes that help align individual
employee performance with the
organizational strategic objectives
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Web site, in whole or in part.
Operationalizing HR Management
Strategies
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Web site, in whole or in part.
Areas Where HR Can Develop Strategies
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Human Resource Planning
Analyzes and identifies the need for and
availability of people so that the organization
can meet its strategic objectives
Ensures right number of human resources with
the right capabilities, at the right times, and in
the right places
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Web site, in whole or in part.
HR Planning Process
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Web site, in whole or in part.
1. Environmental Scanning
Assessment of internal and external
environmental conditions affecting organization
• External environment - Economic, political and
competitive forces
• Internal environment
Quality and quantity of talent
Organizational culture
Talent pipeline and leadership bench strength
Helps identify strengths, weaknesses,
opportunities, and threats
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Web site, in whole or in part.
2. HR Factors in the SWOT Analysis
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Factors Affecting External Pool of
Employees
Economic and Governmental Factors - Impact HR Planning
Government regulations affect labor supply
Tax legislation at local, state, and federal levels
Geographic/Competitive Evaluations
Net migration
Direct competitors
International competition
Changing Workforce Considerations
• Aging of the workforce
• Growing diversity of workers
• Female workers and work-life balancing concerns
• Availability of contingent workers
• Outsourcing possibilities
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Web site, in whole or in part.
Planning for Internal Workforce Audit
Current and Future Job Audits
Existing jobs
Number of individuals performing each job
Reporting relationships
Vital KSAs (knowledge, skills, abilities)
Jobs needed to implement future organizational strategies
Characteristics of anticipated jobs
Employee and Organizational Capabilities
Inventory
Employee demographics
Career progression
Performance data
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Web site, in whole or in part.
3. Forecasting
Using information from the past and
the present to identify expected future
conditions
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Web site, in whole or in part.
HR Forecasting Methods
Judgmental Methods
Estimates
The rule of thumb
The Delphi technique
Nominal groups
Mathematical Methods
•Statistical regression
•Simulation models
•Productivity ratio
•Staffing ratios
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4. HR Forecasting Planning Periods
Short-range plans - Forecast for the
immediate HR needs of an
organization
Intermediate-range plans - Project
one to three years into the future
Long-range plans - Extend beyond
three years
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Web site, in whole or in part.
Forecasting External Supply of
Employees
Net migration into and out of the area
Individuals entering and leaving the workforce
Individuals graduating from schools and colleges
Changing workforce composition and patterns
Economic forecasts for the next few years
Technological developments and shifts
Actions of competing employers Government
regulations and pressures
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Web site, in whole or in part.
Managing Talent Supply Imbalance
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Web site, in whole or in part.
Ways to Manage a Talent Shortage
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Web site, in whole or in part.
Measuring Effectiveness of Human
Resources and Human Capital
Effectiveness: Ability to produce a
specific desired effect or result that can
be measured
Efficiency: Degree to which operations
are done in an economical manner
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Web site, in whole or in part.
HR Metrics and Analytics
HR Metrics: Specific measures tied to
HR performance indicators
HR analytics: An evidence-based
approach to making HR decisions on the
basis of quantitative tools and models
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Web site, in whole or in part.
Key HR Metrics
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Equal Employment Opportunity
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Nature of Equal Employment
Opportunity
National origin
Pregnancy
Race and religion
Sexual orientation (some states and cities)
Equal Employment Opportunity (EEO):
Employment that is not affected by illegal
discrimination
Status blind: Emphasizes that differences among
people should be ignored and everyone should be
treated equally
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Theories of Unlawful Discrimination
Disparate treatment: Members of a group
are treated differently from others
Different standards used to judge different people
Same standard is used, but it is not related to the
individuals’ jobs
Is overt and intentional
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Theories of Unlawful Discrimination
Disparate impact
Members of a protected category are substantially
underrepresented as a result of employment
decisions that work to their disadvantage
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EEO Concepts
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Equal Employment Opportunity
Concepts
Business Necessity
Practice necessary for safe and efficient organizational
operations
Bona Fide Occupational Qualification (BFOQ)
• Provide a legitimate reason why an employer can exclude
persons on otherwise illegal bases of consideration
Burden of Proof
• Individuals who file suit against employers must establish that
illegal discrimination has occurred
Through either factual or statistical evidence
Prima facie case - Sufficient evidence provided to the court to
support the case and allow the plaintiff to continue with the
claim
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Retaliation
Punitive actions taken by employers
against individuals who exercise their legal
rights
To prevent charges of retaliation
Create and disseminate an anti-retaliation policy
Train supervisors
Review performance evaluation
Conduct a thorough internal investigation
Take appropriate action
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Web site, in whole or in part.
Managing Affirmative Action
Requirements
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Glass Ceiling
Discriminatory practices that have prevented
women and minorities from advancing to
executive-level jobs
Glass walls - Limits that keep women from
progressing only in certain fields
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Sexual Harassment
Actions that are sexually directed, are
unwanted, and subject the worker to adverse
employment conditions or create a hostile
work environment
Can occur:
Between a boss and a subordinate
Among coworkers
When nonemployees have business contacts with
employees
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Sexual Harassment Types
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Preventing Sexual Harassment
Establish a sexual harassment policy
Communicate the policy regularly
Train employees and managers on
avoiding sexual harassment
Investigate and take action when
complaints are voiced
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THANK YOU
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