Good Morning!

It is our privilege to acknowledge the land on which Seneca’s buildings are housed, and where students, faculty, staff, and
members of the public, gather.

The Greater Toronto Area acknowledges that we are on the traditional territory of many nations including the Mississaugas
of the Credit, the Anishnabege, the Chippewa, the Haudenosaunee and the Wendat peoples and is now home to many
diverse First Nations, Inuit and Métis peoples. Toronto also acknowledges that it is covered by Treaty 13 signed with the
Mississaugas of the Credit, and the Williams Treaties signed with multiple Mississaugas and Chippewa bands.

We are guests on this space, and it is our shared obligation to respect, honour, and sustain this land.
Greetings!

Individual Assignment #1 will be available to you after class…

◦ …if you have scored 100% on your Plagiarism and MLA citation quiz
◦ Due on BB Ultra before class next week
 Chapter 4
PL ANNING FOR AND RECRUITING
HUMAN RESOURCES

Prepared by: Nicole Vincic, Mohawk College

© 2023 MCGRAW HILL LIMITED 4
Learning Objectives
LO1: Discuss how to plan for the human resources needed to carry
out the organization’s strategy.
LO2: Examine labour demand and supply, including methods
organizations use to deal with a labour surplus or shortage.
L03: Describe the importance of recruiting and various approaches
to attract talent.
L04: Compare and contrast recruitment sources.
L05: Explain the recruiter’s role in the recruitment process,
including limits and opportunities.

© 2023 MCGRAW HILL LIMITED 5

 Hello Again …
Organizational Goals

Organizational Strategy

People Requirements

Staffing

Rewarding Organizing

Culture

Performing Learning

6
 Mission, Vision, and Values
Mission
The basic purpose of the organization as well as its scope of
operations

1–7
 Mission

We provide a great education that builds great careers for

our graduates. We make a difference so they can make a
difference – for the communities they service, for the
industries they work in, for themselves.
 Mission
Become a $125 billion company by 2000 (WalMart, 1990)
Crush Adidas (Nike, 1960s)
Become the company that changes the worldwide image of
Japanese products as being of poor quality (Sony, 1950s)
Become the Harvard of the West (Stanford, 1940s)
 Mission, Vision, and Values
Mission
The basic purpose of the organization as well as its scope of
operations
Strategic Vision
A statement about where the company is headed and what
it can become in the future; clarifies the long-term direction
of the company and its strategic intent

1–11
 Vision: Three Pillars

•Equitable

•Sustainable

•Virtual
 Mission, Vision, and Values
Mission
The basic purpose of the organization as well as its scope of operations
Strategic Vision
A statement about where the company is headed and what it can become in the
future; clarifies the long-term direction of the company and its strategic intent
Core Values
The strong and enduring beliefs and principles that the company uses as a
foundation for its decisions

1–13
 Values

•Respect
•Quality
•Innovating
•Collaboration
•Diversity
Which Organization is This?
Mission
We strive to have a positive impact on customers, employees, small businesses, the economy,
and communities. We are smart, passionate builders with different backgrounds and goals, who
share a common desire to always be learning and inventing on behalf of our customers

Values
Customer obsession rather than competitor focus
Passion for invention
Commitment to operational excellence
Long-term thinking

* source: Mr. Ted Moriarty

* source: Mr. Ted Moriarty
Which Organization is This?
Mission
Our mission is to accelerate the world’s transition to sustainable energy

Values
We’re solving the world’s most important problems with talented individuals who share our
passion to change the world
Our culture is fast-paced, energetic and innovative
We work to build an inclusive environment in which everyone, regardless of gender, race,
religion, age, or background, can do their best work

* source: Mr. Ted Moriarty

* source: Mr. Ted Moriarty
Which Organization is This?
Mission
As leaders in child health, we partner locally and globally to improve the health of children through the
integration of care, research and education.

Values
Compassion
Integrity
Collaboration
Inclusion
Innovation
Excellence

* source: Mr. Ted Moriarty

* source: Mr. Ted Moriarty
© 2023 MCGRAW HILL LIMITED 21
What does your organization excel at?
 Alignment to the Business

 Vertical Alignment
–Connecting organizational goals to HR
programs

COPYRIGHT © 2020 BY NELSON EDUCATION

LTD.
 Business HR Alignment Model
Organizational Goals

Organizational Strategy

People Requirements

Staffing

Rewarding Organizing

Culture

Performing Learning

24
A Classic ….
The Balanced Scorecard
Increase
RevPar YoY 5%

To be the
worldwide
Increase premier provider Improve 100%
Guest of luxury Check in in room
experiences
Satisfaction 10% Experience

Top two box

(4/5) 85%

1–22 26
 Alignment to the Business
… and with other HR
programs

 Vertical Alignment
–Connecting organizational goals to HR
programs

 Horizontal Alignment
–Leveraging all HR practices with a
common goal in mind

COPYRIGHT © 2020 BY NELSON EDUCATION

LTD.
 Hello Again …
Organizing

Rewarding Staffing
Culture

Performing Learning
 Organizing

Rewarding Staffing
Culture

Performing Learning
 Centre of
Excellence Specific tactics to address priorities HR Strategic Priority
Responsible

Quantity Quality Leadership Enhance

of Cast of Cast Development Engagement

Talent FY11, On-

Employer Branding
Acquisition going

FY11, On-
Structured Interview going

FY1, On-
Upgrade and build a more robust staffing organization going

TWDC China Implement Global Staffing Tool as a prioritized market FY12

Wide Strategies Sponsoring selected – MBA school development fund FY12 for 3 yrs

and Tactics Leverage Disney University offering to deepen relationships with key government
agencies
FY12

Incorporate HKDL and APAC HK into China Alumni Program FY12

Increase frequency and reach of China Talent Scout FY12

Learning and FY11, On-

Top 10% Directors/ Above in Executive Development Program
Development going

FY11, On-
Top 10% of Managers/ Senior Managers in UP program going

Upgrade to an Organizational Development team FY11

Compensation
China Savings Plan roll-out to local PRC nationals FY12 FY12
and Benefits

Variable Pay Roll-out China wide (ex – DE/TDS Field) FY12 FY12
Technology Shifts Amazon’s
Recruitment
•When the demand for labour is
intense, employers need to strategize
how they can afford to meet their
needs for talent
•Amazon using technology to help
recruit MBA candidates

© George Frey/Getty Images

© 2023 MCGRAW HILL LIMITED 31

Workforce Planning: What? Why?
& How?
•Important to meet business objectives and gain an advantage over
competitors
•Involves comparing the present state of the organization with its goals for
the future:
• Understand the strengths and weaknesses of the existing internal
workforce
• Understand what will the organization be doing in the future
(organization size/ products/ services)
•Goal is to have the right people with the right skills in the right place at
the right time
© 2023 MCGRAW HILL LIMITED 32
 The Goal of HR Strategic
Planning

The organization has the right people with the

right skills doing the right things at the right
time to fulfill organizational goals.
 Workforc
e
Planning
Process

© 2023 MCGRAW HILL LIMITED 34

Forecasting
•First step in workforce planning
•Involves determining the supply of and the demand for various types
of human resources
•Primary goal is to predict which areas of the organization will
experience labour shortages or surpluses
•Can use statistical methods or judgement

© 2023 MCGRAW HILL LIMITED 35

Step 1:
Determining Labour Surplus or
Shortage
FORECASTING LABOUR DEMAND FORECASTING LABOUR SUPPLY
•Typically an organization forecasts •Detailed analysis of how many
demand for specific job categories or people are currently in various job
skill areas categories or have specific skills
•Answers the question “Will the need Examines internal changes expected
for people increase or decrease?” ◦ Transitional matrix
•Statistical models include: ◦ Expert judgement
◦ Trend analysis
◦ Leading indicators • Examines trends in the external
◦ Internal estimates labour market

© 2023 MCGRAW HILL LIMITED 36

Succession Planning: A Type of
Workforce Planning
The process of identifying and tracking high-potential employees
who will be able to fill top management positions or other key
positions when they become vacant
Benefits:
◦ Requires senior management to regularly review company’s
leadership talent
◦ Development experiences help to ensure talent is ready
◦ Helps attract and retain talented employees

© 2023 MCGRAW HILL LIMITED 37

Replacement Chart – Disney
Corporate
EVP, MD, Greater
China
Stanley

•Guenther (3 yrs)
•Andrew (4-5 yrs)

SVP, VP, Finance VP, Human VP, Legal Dir, Business

Government Tim Resources Gary Development
Affairs Lawrence Chi Joy
Yvonne
Legend
Direct Reports

Person to Watch
Successor
Well Placed
Performance Issue
High Risk
•Anna (1-2 years) •Flora (5 years) •Sam (5 years) Medium Risk
Low Risk

12/31/2024 38
Step 2:
Goal Setting and Strategic
Planning
•Goals should come from the analysis of labour supply and demand
•Include a specific figure of what should happen with the job category
or skill area and a timetable
•Each goal should have one or more HR strategies
•Consider fit with competencies

© 2023 MCGRAW HILL LIMITED 39

 Addressi
Options for Reducing a Surplus
Amount of Suffering
Option Speed of Results
Caused
Downsizing
Pay reductions
Fast
Fast
High
High
ng
Demotions
Transfers
Fast
Fast
High
Moderate
Labour
Reducing hours
Hiring freeze
Fast
Slow
Moderate
Low
Surplus
Attrition Slow Low
Early retirement Slow Low
Retraining Slow Low

© 2023 MCGRAW HILL LIMITED 40

Option Speed of Results
Ability to Change
Later Addressi
Overtime
Temporary employees
Fast
Fast
High
High
ng
Outsourcing Fast High
Labour
Shortage
Retained transfers Slow High
Reducing turnover Slow Moderate
New external hires Slow Low
Technological
Slow Low
innovation

© 2023 MCGRAW HILL LIMITED 41

Step 3:
Program Implementation &
Evaluation
•Implementing the strategies and evaluating the outcomes
•When implementing the HR strategy, must hold an individual
accountable for achieving the goals
•Checking whether the organization has succeeded in avoiding labour
shortages or surpluses
•Identify which parts of the planning process contributed to success
or failure

© 2023 MCGRAW HILL LIMITED 42

Applying Workforce Planning to
Diversity, Equity and Inclusion
•Meeting employment equity and DEI goals requires organizations to
carry out additional levels of workforce planning
• Looks at subgroups in its labour force (e.g. the proportion of women
and visible minorities)
•Workforce utilization review
• Comparison of the proportion of employees in protected groups with
the proportion of each group represents the relevant labour market
• Detect underutilization

© 2023 MCGRAW HILL LIMITED 43