The completely revised and updated new edition of Planning & Managing Human Resources will help you successfully implement the steps of strategic planning for human resources. Learn how to establish a strategic human resources plan that will contribute to your organization's business plan and ensure you outperform your competitors.
There is no better guide to continuously improving your personnel department.
Planning and Managing Human Resources is the most comprehensive book available on Human Resources and all its functions. Packed with exercises and case studies, the book will be useful to HR practitioners, HR or personnel managers, specialists in HR planning or any HR practitioner, regardless
The authors explore the important roles practitioners play in the continuous improvement of their organization's HR departments' organizational co-ordinator, work analyst, workforce analyst, auditor, environmental scanner, forecaster, planning formulator, integrator, planning manager and planning evaluator.
The book also sheds new light on HR practice areas as ways to implement an HR grand strategy:
- Career planning and management
- Recruitment and selection
- Organization development
- Job redesign
- Employee assistance programs
- Labor relations
- Compensation and benefits
Please note: Hard copies are not available for sale for clients based in Europe.
List of Activities
Chapter 1 Introduction to Planning and Managing Human Resources: Strategic Planning for Human Resources Management
What Is Strategic Planning for Human Resources (SPHR)?
How Did Human Resources Planning (HRP) Evolve?
What Do We Mean by Strategy?
Why Is Strategic Planning for Human Resources Needed?
What Makes Strategic Planning Difficult in Organizations?
How Can the SPHR Process Be Described?
What Are the Roles of HRP Practitioners?
What Is Role Theory?
What Do We Know about HRP Roles?
How Can HRP Roles Be Conceptualized?
How Are the Roles of HR Planners Related to the SPHR Model?
How Is This Book Structured?
Chapter 2 The Human Resources Organizational Coordinator
What Does the HR-Organizational Coordinator Do?
Why Is It Important to Link Organizational Plans and HR Plans?
What Are the Purposes, Goals, and Objectives of the Organization?
What Are the Purposes, Goals, and Objectives of Strategic Human
Alternative Methods of Linking Strategic Business Plans with HR Plans
Chapter 3 The Human Resources Work Analyst
What Does the HR Work Analyst Do?
What Specialized Terms Are Associated with Work Analysis?
Why Is Work Analysis Important?
What Should Be Analyzed?
How Is Work Analysis Traditionally Conducted?
How Is General Background Information Collected?
What Results Do Analysts Hope to Obtain?
What Are Some Approaches to Work Analysis?
What Are Some Data-Collection Methods for Work Analysis?
How Can the Work Analysis Process Be Carried Out?
How Are Results Verified?
How Are Internal and External Conditions Monitored?
How Are Competencies Identified, and How Are Values Assessed?
Chapter 4 The Human Resources Workforce Analyst
What Does the HR Workforce Analyst Do?
What Specialized Terms Are Associated with Workforce Analysis?
Why Is Workforce Analysis Important?
What Should Be Analyzed?
How Is Workforce Analysis Traditionally Conducted?
How Are Job Specifications Prepared?
What Is the Link Between Workforce and Work Analysis?
Why Are Employee Performance Appraisals Important?
What Should Be Evaluated?
How Should Evaluation Be Carried Out?
What Problems Exist with Traditional Employee-Appraisal Methods?
How Can Problems with Employee Appraisals Be Overcome?
How Are Appraisal Results Used in Human Resources Planning?
Chapter 5 The Human Resources Auditor
What Does the HR Auditor Do?
How Is the HR Audit Conducted?
Deciding on Issues to Examine
Deciding, Tentatively, How to Conduct the Audit
Selecting People to Assist with the Audit
Collecting Background Information
Finalizing the Audit Plan
Collecting Audit Information
Compiling Audit Results
Chapter 6 The Human Resources Environmental Scanner
What Does the HR Environmental Scanner Do?
Why Is Environmental Scanning Important?
How Is the Environmental Scanning Process Conducted?
Identifying Future Trends
Problems with Environmental Scanning
Assessing the Effects of Future Trends
Conducting Future-Oriented Work Analysis
Selecting a Means to Conduct Future-Oriented Work Analysis
Verifying Results of Future-Oriented Work Analysis
Conducting Future-Oriented Workforce Analysis
Scanning for the HR Department
Determining Desired Effects of Environmental Factors
Chapter 7 The Human Resources Forecaster
What Does the HR Forecaster Do?
What Are Some Models of Forecasting?
What Are Some Reasons for Demand Forecasting?
What Are Some Reasons for Supply Forecasting?
Supply Forecasting Methods
Forecasting External Labor Supply
Chapter 8 The Human Resources Planning Formulator
What Does the HR Planning Formulator Do?
Bringing It Together: Conceptual Models for Strategic Planning for HR
Four-Factor Condition/Criteria Analysis
Other Methods of Analysis
The Range of HR Grand Strategies
Weighing Strategic Alternatives
Selecting an HR Grand Strategy
Chapter 9 The Human Resources Integrator
What Does the HR Integrator Do?
Developing HR Objectives
Matching Rewards and Controls to HR Strategy
Devising HR Policies Consistent with Strategy
Coordinating HR Practice Areas
Matching Structure to Strategy, and Strategy to Structure
Chapter 10 Career Planning and Management
The Role of Career Planning and Management in Implementing HR Grand Strategy
The Traditional Approach to Career Planning
The Traditional Approach to Career Management
Problems with Traditional Approaches to Career Planning and Management
Strategic Career Planning
Strategic Career Management
Chapter 11 Recruitment and Selection
The Role of Recruitment and Selection in Implementing HR Grand Strategy
The Traditional Approach to Recruitment and Selection
Problems with the Traditional Approach to Recruitment and Selection .
Strategic Recruitment and Selection
Chapter 12 Training
What Is Training?
The Role of Training in Implementing HR Grand Strategy
The Traditional Approach to Training
Problems with the Traditional Approach to Training
Chapter 13 Organization Development
The Role of OD in Implementing HR Grand Strategy
The Traditional Approach to OD
Problems with the Traditional Approach to Organization Development
Chapter 14 Job Redesign
What Is Job Redesign?
The Role of Job Redesign in Implementing HR Grand Strategy
Organization and Job Design
Traditional Approaches to Job Redesign
Problems with the Traditional Approach to Job Redesign
Strategic Job Redesign
Chapter 15 Employee Assistance Programs
The Role of Employee Assistance Programs (EAPs) in Implementing HR Grand Strategy
The Traditional Approach to EAPs
Problems with the Traditional Approach to EAPs
Chapter 16 Labor Relations
The Role of Labor Relations in Implementing HR Grand Strategy
The Traditional Approach to Labor Relations Programs
Problems with the Traditional Approach to Labor Relations
Strategic Labor Relations
Chapter 17 Compensation and Benefits
Key Terms in Compensation and Benefits
The Role of Compensation/Benefits in Implementing
HR Grand Strategy
The Traditional Approach to Compensation/Benefit Programs
Problems with the Traditional Approach to Compensation/Benefit Programs
Strategic Compensation/Benefit Programs
Chapter 18 The Human Resources Planning Manager
What Does the HR Planning Manager Do?
How Is the HR Planning Manager’s Role Carried Out?
Establishing HR Department Goals and Objectives .
Creating Department Structure
Staffing the HRP Department
Resolving Destructive Conflicts
Communicating within and between Departments
Planning for Needed Resources
Dealing with Power and Politics
Chapter 19 The Human Resources Planning Evaluator
What Does the Human Resources Planning Evaluator Do?
How is Evaluation Carried Out?
Purposes of HR Evaluation
Carrying out the Evaluation Process
Feeding Back the Results of Evaluation
LIST OF FIGURES
Figure 1 Strategic Planning for Human Resources Management: The Plan of the Book
Figure 1-1 Occupations with the Largest Job Growth, 1994–2005 (in thousands)
Figure 1-2 Fastest Growing Industries (in thousands)
Figure 1-3 Change in Employment by Education and Training Category, 1994–2005
Figure 1-4 Major Laws and Cases Dealing with Human Rights
Figure 1-5 The Aging U.S. Population
Figure 1-6 A Simplified Model of SPHR (Strategic Planning for Human Resources)
Figure 1-7 A Model of Variables Involved in Organizational Roles
Figure 1-8 The Many Roles of the HR Planner
Figure 1-9 The Relationship between the Steps in a Simplified SPHR Model and the Roles of an HR Planner
Figure 2-1 Strategic Four-Factor Diagram
Figure 3-1 Selecting the Appropriate Focus for Work Analysis
Figure 3-2 How to Conceptualize Differences in Perceptions about Work Activities, Using the Johari Window
Figure 3-3 Steps in the Traditional Work-Analysis Process
Figure 3-4 A Summary of Approaches to Work Analysis
Figure 3-5 A Summary of General Data-Collection Methods for Job Analysis
Figure 4-1 Selecting the Appropriate Focus for Workforce Analysis
Figure 4-2 Steps in Traditional Workforce Analysis
Figure 4-3 The Process of Converting a Job Description to a Person Specification
Figure 4-4 A Behaviorally Anchored Rating Scale for an Auditor
Figure 4-5 A Sample Employee Performance-Appraisal Form
Figure 5-1 A Simplified Model of the HR Auditing Process
Figure 5-2 A Simple HR Audit Plan
Figure 5-3 Steps in Carrying Out a Document Review Using Content Analysis
Figure 5-4 A Conceptual Model for Diagnosing HR Discrepancies
Figure 5-5 A Findings Sheet
Figure 5-6 A Summary of HR Department Strengths and Weaknesses
Figure 6-1 A Simplified Model of the Environmental Scanning Process
Figure 6-2 Identifying a Strategic Gap in HR
Figure 6-3 The Internal and External Environments
Figure 6-4 Internal and External Factors Influencing the HR Subsystem
Figure 6-5 Linkage of Events in a Cross-Impact Analysis for Work Analysis
Figure 6-6 Advantages and Disadvantages of Data-Collection Methods for Future-Oriented Work Analysis
Figure 6-7 An Interview Guide for HR Department Scanning
Figure 6-8 Key Questions to Consider in Strategic Planning for HR
Figure 7-1 A Simplified Model of the HR Forecasting Process
Figure 7-2 Methods of Forecasting Supply
Figure 8-1 A Simplified Model of the HR Formulation Process
Figure 8-2 Four-Factor Condition/Criteria Analysis: A Model
Figure 8-3 A BCG Growth/Share Matrix
Figure 8-4 A Performance/Potential Matrix for Classifying Employees
Figure 8-5 A Summary of HR Grand Strategies
Figure 8-6 The Relationship between the Corporate Strategy and Human Resource Grand Strategy
Figure 9-1 A Simplified Model of the HR Integration Process
Figure 9-2 Objectives and Levels of HR Planning
Figure 9-3 The Time Frames, Change-Orientation, and Focus of HR Practice Areas
Figure 9-4 A Functional Structure for the HR Department
Figure 9-5 Divisional Structures for the HR Department: Some Alternatives
Figure 10-1 The Four Environments Faced by Individuals in Career Planning and Management
Figure 10-2 A Summary of Career Strategies as They Relate to Different Environments
Figure 10-3 A Sample Outline for a Career Planning Workshop
Figure 11-1 The Recruitment/Selection Process
Figure 12-1 The Training Process
Figure 12-2 The Role of Instructional Objectives
Figure 12-3 Training Delivery Methods and Strategies
Figure 13-1 Driving and Restraining Forces
Figure 13-2 Steps in Action Research in OD Interventions
Figure 13-3 A Summary of OD Interventions
Figure 14-1 The Job Redesign Process
Figure 14-2 Components in a Simplified Model of Performance
Figure 14-3 Job Enlargement: Add More of the Same Kind of Tasks
Figure 14-4 Job Enrichment: Add More Tasks of a Higher Level
Figure 14-5 Work Flow Rearrangement: Rotate Tasks
Figure 14-6 Steps in Strategic Job Redesign
Figure 15-1 The Employee Assistance Process
Figure 15-2 Pointers for Planning and Conducting a Counseling Interview with a Problem Employee
Figure 16-1 The Role of Interpretation in Contract Administration
Figure 17-1 The Compensation Process
Figure 17-2 Methods of Communicating about Compensation: Advantages and Disadvantages
Figure 17-3 Steps in the Strategic Compensation Process
Figure 17-4 Strategic Approaches to Job Evaluation
Figure 17-5 Forecasting Compensation/Benefit Trends
Figure 17-6 Incentive Plans
Figure 17-7 Types of Rewards
Figure 18-1 The HRP Management Process
Figure 18-2 Steps in Implementing Management-by-Objectives in an HR Department
Figure 18-3 Goal and Value Differences
Figure 19-1 Steps in the HRP Evaluation Process
Figure 19-2 Human Resources Planning Evaluation
Figure 19-3 Meetings Associated with Strategy
Figure 19-4 The Strategy Hierarchy
Figure 19-5 The Evaluation Cycle in Strategic Human Resources Planning
LIST OF ACTIVITIES
Activity 1-1 Case Study
Activity 1-2 A Self-Diagnostic Survey of HRP Skills
Activity 2-1 Case Study
Activity 2-2 A Worksheet for Identifying the Purpose of Strategic Planning for Human Resources
Activity 2-3 Case Study
Activity 2-4 A Self-Diagnostic Survey on Linking Strategic Business Planning to Strategic HR Planning
Activity 3-1 Work Analysis Role Play
Activity 3-2 An Interview Guide Form for Job Analysis
Activity 4-1 Conducting an Appraisal Interview
Activity 4-2 Case Study
Activity 5-1 Issues to Consider in a Stakeholder Analysis for an HR Audit
Activity 5-2 An Initial Diagnosis Worksheet for an HR Audit
Activity 5-3 An Interview Guide for Assessing the Strengths and Weaknesses of the HR Department
Activity 5-4 An Interview Form to Collect Information about Critical Incidents Pertinent to HR Department Strengths and Weaknesses
Activity 5-5 Case Study
Activity 6-1 Future-Oriented Work Analysis
Activity 8-1 Worksheet for Summarizing, Using Four-Factor Condition/ Criteria Analysis
Activity 8-2 A Worksheet For Four-Factor Condition/Criteria Analysis
Activity 8-3 A Worksheet Based on WOTS-Up Analysis
Activity 8-4 A Worksheet for Classifying Jobs, People, and the HR Department
Activity 8-5 A Worksheet for Considering an HR Grand Strategy
Activity 8-6 A Worksheet for Evaluating an HR Grand Strategy
Activity 8-7 Case Study
Activity 8-8 Case Study
Activity 9-1 A Worksheet for Developing HR Objectives
Activity 9-2 A Worksheet for Assessing Management Support for the HR Grand Strategy
Activity 9-3 A Worksheet for Matching Rewards to the HR Grand Strategy
Activity 9-4 A Worksheet for Assessing the Influence of a New Program Initiative in One HR Practice Area on Other Areas
Activity 9-5 A Worksheet on HR Department Structure
Activity 9-6 Case Study
Activity 10-1 A Worksheet for Assessing Career Strengths and Weaknesses
Activity 10-2 A Worksheet for Scanning the Career Environment
Activity 10-3 A Worksheet for Identifying the Range of Career Strategies
Activity 10-4 A Worksheet for Implementing an Individual Career Strategy
Activity 10-5 A Checklist for Evaluating a Career Strategy
Activity 18-1 The HRP Department Structure
Activity 18-2 Reducing Resistance to Implementation of HR Plans and Grand Strategy
Activity 19-1 Success Factors and HR Strategy
Activity 19-2 Evaluative Measures
Activity 19-3 An Interview Guide for the Evaluation of HR Practice Areas
Activity 19-4 Case Study