BMO2000: HUMAN

RESOURCE MANAGEMENT
Human Resource Planning (HRP)
& Work Design
SHRM – OUR MODEL AND THIS TEXT
 Learning Objectives

• Understand the process of HRP and its relationship with

SHRM.
• Understand the nature and role of human resource
information management systems (HRIMS).
• Understand the job analysis process and its linkage to other
HRM processes.
• Recognise the changing nature of jobs and the emerging
trends in job design.
• Understand the importance of diversity management.
CHAPTER 4
Human resource planning in
a changing environment
 INTRODUCTION
• Human resource planning:
‘The bridge between HR strategies and HR functions is the
formulation of human resource plans that incorporate the desired
outcomes of HR strategies, are responsive to continual changes in
dynamic national and global industry environments, and can be
implemented through efficient and effective HR functions.’
– p. 133 of the textbook.
 HRP
– ensures organisational objectives are met through effective
utilisation of human resources;
– takes into consideration changing circumstances within and
outside the organisation;
– is an ongoing process, focused on the long-term;
– is cognisant of contemporary changes in both internal and
external environments;
– is a series of processes, with long-, medium- and short-term
contingency options; and
– is based upon efficient, effective, user-friendly HRIMS.
 STRATEGIC ALIGNMENT

<insert figure 4.1 from Nankervis 8e, p 133>

 THE PROCESS OF HRP

Labour demand forecasting

Labour supply analysis (internal and external sources)

Balancing supply and demand considerations

The formulation of staffing strategies to meet organisational

needs
 LABOUR DEMAND
FORECASTING
Estimating in advance the number and type of employees required
Complex or simple techniques can be used
Labour demand forecasting is more an art than a science.

Critical Issue 4: Labour demand forecasting

Consider the labour implications of the recent mining
boom (and possible future bust) in Western Australia
and Queensland, the decline of manufacturing across
Australia, and the challenges online retailing creates
for traditional shopfront retailers. What are your
predictions of
the future shape of Australia’s workforce?
 LABOUR SUPPLY ANALYSIS

• Determine if the number and types of employees required

are available, and when and where they will be needed

• Labour supply can come from either internal or external

sources.
 Talent Shortage Survey
[Link]
Talent Shortage Survey
 INTERNAL SUPPLY

• Skills (or competency) inventories: derived from

organisational audits that represent comprehensive analyses
of the current level of employee competencies and skills in
relation to desired future HR plans
 EXTERNAL SUPPLY
• External supply is considered when:
– the organisation lacks sufficient internal supply;
– for entry-level positions.

• External supply is influenced by many complex factors:

 Factors affecting external labour supply
1. Ageing population

2. Workforce casualisation
• Newly proposed ‘permanent-flexi’ employment (refer to before class activities)

3. Guest workers & 457 visa

• Local workers in Geelong losing jobs to 457 visa holders, union claims:
[Link]
ers-union-claims/8075628

• 457 visas scrapped by government:

[Link]
[Link]
 Factors affecting external labour supply

4. Skilled migration: criticisms that Australia creating brain drain in

sending countries
• Silicon Valley returnees say the grass is greener in India & China
[Link]
[Link]
• Reflective question: is it unethical for developed countries to recruit
professionals such as doctors, nurses and teachers from developing
countries?

5. Outsourcing: eliminating tasks that can be done more economically

elsewhere
• Reflective question: why is outsourcing so controversial?
HUMAN RESOURCE INFORMATION
MANAGEMENT SYSTEMS (HRIMS)
• Originally manual
• Increasing complexity of legislation
• Complexity of payroll systems
• Development of increasingly sophisticated computer hardware
and software systems
• Growth of government legislation
• Strategic tool for HR planning and cost-effective HRM.
 ‘OWNERSHIP’, CONFIDENTIALITY
AND PRIVACY OF HRIMS DATA
• Who has access?
– keys and codes.
• Protection of data/ Ethical issues
• Outsourcing
• Data ownership
Critical Issue 6: HRIMS
Argue the cases for: 1) maintaining an HRIMS wholly within the organisation; (2) integrated
HRIMS, including internal and external service providers; and (3) an entirely outsourced
HRIMS.
CHAPTER 5
Work design challenges in a
global environment
 INTRODUCTION

• Designing work to meet the needs of employers and

employees is challenging

• Jobs continually change

• Jobs must also be continually redesigned.

 JOB ANALYSIS
• Jobs have outcomes, responsibilities, tasks and functions

• Overall, all jobs should relate to achieving corporate or

strategic objectives

• Job analysis is:

– the accurate analysis, design and implementation of jobs
– an ongoing process of determining the competencies
required to ensure jobs remain relevant.
STRATEGIC MODEL FOR
JOB REQUIREMENTS
INTERRELATIONSHIP OF JOB ANALYSIS AND HRM
PROCESSES
THE RELATIONSHIP BETWEEN JOB ANALYSIS
AND ORGANISATIONAL LEARNING
THE JOB ANALYSIS PROCESS
 THE JOB ANALYSIS PROCESS
(CONT.)

Critical Issue 1: Job analysis

Does effective job analysis require a strategic approach to HRM? Justify your
answer. What role should line managers play in job analysis and what
skills do they require in order to do this effectively?
 COMPETENCIES
• ‘In order to meet competitive challenges there is a focus on recognising the core
competencies required by the organisation, seeking them out through recruitment and
selection strategies and then retaining and developing them once in the organisation.’

Critical Issue 2: Job competencies

‘Personality traits and attributes are the most important factors in
determining competencies for jobs. Qualifications, information
technology and manual skills can be acquired, and are not essential
to job performance; but an ability to get on with people, or to be
innovative and creative, is essential and cannot be taught.’
How accurate is this statement?
 JOB DESCRIPTIONS

Critical Issue 3: Job descriptions and person specifications

‘The use of position descriptions to define jobs is limiting, and acts as a disincentive
for performance. They should be thrown away, allowing roles to be more fluid.’

Debate this statement.

 ALTERNATIVE WORKPLACES
• New working arrangements to fit changing lifestyle
expectations
• Organisations use a range of social websites and web-
based resources to connect with remote and mobile
employees.

Critical Issue 5: Alternative workplace

Outline the advantages and disadvantages of

working remotely, from the perspectives of
both employees and employers.
 DIVERSITY MANAGEMENT
• Basic form:
‘the variety of age, gender, race and cultural
differences in the workplace’.
– p. 210 of the textbook.

• In reality:
‘a strategy to create opportunities to attract the
brightest talent from the entire human resource
pool and then to develop and retain that talent
in order to maintain a competitive position in
the market’.
– p. 210 of the textbook.
 DIVERSITY MANAGEMENT
• Create and maintain an environment in which each person
is respected because of their results.

Critical Issue 5: Work–life and diversity

1 ‘There are no generational differences, and employers
should not be expected to design jobs any differently for
any employee, irrespective of age.’ Debate this statement.

2 ‘The implementation of work–life balance strategies in

the workplace only creates more equity and discrimination
issues among employees. Employees with children and
families get all the benefits, while the single employees get
no benefits – it’s unfair.’ Debate this statement.
THANK YOU

Any questions?