Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky

Transcription

1 Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students with an understanding of the personnel planning process, the quantitative and qualitative techniques used in forecasting personnel requirements, and possible solutions to shortages and surpluses. Students will understand the implications for various human resource functions as a result of strategic options such as restructuring, mergers; outsourcing and international ventures. Students will gain a solid understanding of how to measure the effectiveness of all these processes. Required Text: Belcourt, M. & McBey K., Strategic Human Resources Planning, Fifth Edition, Nelson Series in HRM, Toronto (4 th edition is acceptable alternative) Course Duration weeks: It is expected that students will progress through approximately one unit per week and spend about 3 hours per unit accessing the multimedia with interactive questions, working with self-help quizzes and participating in the discussion boards. Additional time will be required for the readings, midterm paper and final examination. Objectives: Explain the types of strategic orientations that executives may choose. Explain the environmental factors that influence strategic choice. Develop an understanding of effective HR forecasting processes Develop an understanding of the processes used to predict the supply of employees. Outline the processes used to predict the demand for employees. Outline the options for dealing with labour shortages and surpluses. Discuss effective techniques for succession management. Describe the HR implications of strategic decisions to outsource, merge, restructure or establish international operations. Explain the multiple methods for evaluating the effectiveness of HR practices. Learning Aids: Interactive questions within the multimedia lecture streams. Self help quiz attached to each unit of the course. Discussion board moderated by instructor.

2 Multimedia Course Contents and Readings: Unit 1: Strategic Management Module 1: A need for strategic management-it is important that HR professionals appreciate the role of strategic planning in their organizations and understand the language and terminology of strategic planning. A strategy is a planned process whereby organizations can map out a set of objectives and methods of meeting those objectives Module 2: Strategic types-a strategy may be intended one that is formulated at the beginning of the process or realized what actually happens. The strategy may also be emergent that is, it is reactive, changing as necessary to deal with environmental changes. Corporate or company-wide strategies are concerned with the long-term view of the organization. Business strategies focus on one line of business, building a strong competitive position. Module 3 The strategic planning process: Establish the mission, vision values; Develop objectives; Determine the competitive position; Identify the competitive advantage; determine the methods for accomplishing the objectives; evaluate the performance. Module 4: The benefits of strategy formulation - a list of benefits of undertaking the strategic planning process is outlined. By understanding strategy language and models, the HR professional can work with other executives to implement HR practices that enable strategy. Unit 2: Aligning HR with strategy Module 1: The importance of Strategic HRM- Strategic HRM is a set of distinct but interrelated practices, policies, and philosophies with the goal of enabling the organization to achieve its strategy. HR strategy is embedded in theories of the resource-based view of the firm, the behavioural perspective, and the human capital approach. Benefits include increased goal attainment and more effective use of employees. Module 2: Linking HR processes to strategy - There are various approaches to linking HRM strategies to organizational strategies. HR strategy and corporate strategy- Some organizations start with the corporate strategy that leads to the HR strategy, and others start with the HR competencies that lead to the business strategy A third option is to use a blend of the interrelationship of the HR strategy and the corporate strategy. Module 4: Strategic Partnering - It is important that HR professionals become strategic partners. A list of reasons why this does not always happen is outlined. By involving HR in discussions of strategic policies, an organization has a better chance of being effective in the implementation of these policies. Module 5: HR strategy by Division Firms with more than one division are likely to have more than one approach to HR strategy. Module 6: Characteristics of an effective HR strategy - An HR strategy is effective if it has internal and external fit and is focused on results.

3 Unit 3: Environmental Influences on HR strategy Module 1: Environmental Scanning sources and methods- HRM strategy is determined primarily by organizational strategy. However, there are environmental factors that shape HRM strategy, so HR managers and planners must continually monitor the environment. Typically, they scan by reading publications, retaining memberships in professional associations, attending conferences, or using professional scanners. Module 2: Methods of forecasting - A number of methods, such as trend and impact analyses and the Delphi technique, are used to identify future trends. Module 3: Challenges in Environmental Scanning- It is difficult to isolate critical trends from insignificant changes, and to predict counter trends. Module 4: Environmental Factors : The environmental factors that are monitored include the economic climate, the political and regulatory climate, and social norms. Module 5: Stakeholders in HR strategy - Stakeholders such as shareholders, unions, customers, and executives contribute strongly to the formulation and implementation of strategy. Unit 4: Job Analysis Module 1: Job analysis and HR planning - The importance of each job in the organization and its contribution to strategy is outlined. Job analysis is defined and examples are given. The problems associated with job analysis are discussed. Module 2: Job analysis techniques The process of job analysis is described. A variety of job analysis techniques are discussed including: interviews, observations, questionnaires, journals, and output and production analysis. Module 3: Competency based approaches - A recent trend is to use competencies as a basis for HR planning, and the differences between this approach and more traditional approaches are delineated. Unit 5: Information technology for HR planning Module 1: IT and HRM - The big challenge that lies ahead is to add strategic functionality to core HR processes. Much strategic functionality can be found in strategic HR planning applications. IT can support workforce analytics, management and scheduling, skills inventories, replacement planning, and succession management. Such applications may be made available on an HRIS, specialty product, or ERP. Module 2: Selecting technology solutions for HRM - Depending on the organizational context, HR professionals may call upon different IT solutions. In the process, a thorough understanding of business and HR needs is a good starting point. A keen awareness of the HR technology market will prove invaluable when acquiring new software solutions. Module 3: Implementing and evaluating technology - HR professionals will then need to deploy their change management skills when implementing new IT solutions. Communication and training are keys to successful HR technology implementation. HR may also find some opportunities for realigning

4 processes and service delivery with IT. Finally, evaluating the IT solutions with various methodologies may reveal opportunities for improvement. Module 4: Emerging HR technology solutions IT and HR professionals need to be aware of rapid developments in the use of IT to facilitate HR solutions. Unit 6: The HR forecasting process Module 1: Forecasting activity categories - These activities can be divided into three categories: transaction based forecasting; event based forecasting; and process based forecasting. The benefits of forecasting are outlined. Module 2: Environmental and Organizational factors affecting HR forecasting - These factors can be divided into organizational (including worker competencies, company culture) and external, (such as labour markets and demographic changes). Module 3: Determining net HR requirements - The process of determining net personnel requirements includes determining HR demand, ascertaining HR supply, and calculating the difference to realize a net surplus or net shortage. Unit 7: HR Demand Module 1: Index/trend analysis - The five steps involved in calculating an index/trend analysis are described. detail. Module 2: Expert forecasts One technique using experts, the Delphi technique is described in Module 3: Nominal group technique - Another technique, the nominal group technique consists of seven steps, to arrive at an expert forecast. Module 4: HR budgets - The HR budget produces a staffing table, which is useful for Module by Module short run forecasting. Module 5: Envelope/scenario forecasting - Using different assumptions about the future is a key feature of this type of forecasting). Module 6: Regression analysis - This quantitative technique for forecasting relies heavily on statistical modeling based on linear relationships between variables. Unit 8: Ascertaining HR supply Module 1: Skills and management inventories - Inventories listing the educational levels, skills, positions held, performance appraisals, interests and career motivations are useful for determining an organization s HR supply. Using predicted retirement dates and annual turnover rates, an HR planner can determine future supply. Module 2: Markov models - These models assess overall rates of movement between job levels based on historical movement patterns and adaptations can be made to HR policies to change these rates.

5 Module 3: HR supply and retention programs - A key requirement for any organization is to monitor and control turnover and absenteeism. Unit 9: Succession Management Module 1: The importance of succession management - Succession management is important in order to find the right leadership in place at the right time, and to prepare a talent pool for the unpredictable future. Module 2: The succession management process - The five-step model of effective succession management includes these steps: (1) align succession management plans with strategy; (2) identify the skills and competencies needed to meet strategic objectives; (3) identify high-potential employees; (4) provide developmental opportunities and experiences through promotions, job rotations, special assignments, formal training and development, and mentoring and coaching; and (5) monitor succession management. The employee s role in the process must be considered. Module 3: Developmental methods - These methods include job rotations, promotions, special assignments, formal training, mentoring and coaching. Module 4: Succession management weaknesses - The limitations of the succession management process include the creation of an elite corps of employees, the managerial risk incurred by spotlighting the best employees, the possibility of selection bias, and the difficulty of predicting the future. Unit 10: Downsizing and restructuring Module 1: The downsizing phenomenon - HR planning plays an important role in the development and implementation of an effective downsizing strategy. The job for life approach has been radically changed in the past decade, resulting in a number of new challenges for both employees and employers. It does not appear that the downsizing phenomenon is over, and, consequently, HR professionals must have a solid understanding of how to manage the downsizing process. Module 2: Inplacement and Outplacement issues - The issues involved in the decisions to absorb displaced workers or to provide assistance to move them outside the organization are discussed. Module 3: Financial performance and downsizing - There is considerable evidence that many downsizings fell far short of achieving the goals that senior management expected. In a number of organizations, downsizing was followed by lower morale, greater conflict, reduced employee commitment, and poorer financial performance. Module 4: Effective downsizing strategies many downsizings were carried out without considering the strategic objectives of the organization, and many employers failed to assess how downsizing would affect its victims, surviving employees, the organization, customers, or society. Suggestions for more managing human resources in a time of cutback management are provided. Unit 11: Strategic International HRM Module 1: Key HRM challenges in an international context These challenges include workforce diversity, employment legislation, and the need for HR to be flexible.

6 Module 2: Strategic International HRM - Organizations seeking to expand their businesses globally would do well to do the following: first, recognize the strategic decision issues inherent in managing the HR function in an international context; second, strive to make these decisions in ways that take into account their firm s strategic objectives and recognize the added complexity that the international context brings; and third, the continuous career development of global managers should be arranged starting from the point of expatriate selection, followed by ongoing training and career arrangement after repatriation. Module 3: HR practices and processes within an international context - The issues and best practices for selection are discussed. Module 4: Pre-assignment and post assignment training The importance of cross cultural training is described. Repatriation as part of career development is a critical issue for those assigned to international postings. Module 5: Performance Appraisals, Compensation and Labour Relations - Issues and best practices for each of these HR functions are discussed. Unit 12: Mergers and Acquisitions Module 1: The benefits and impacts of mergers - Mergers are undertaken to provide a strategic benefit or a financial benefit, or to fulfill the psychological needs of the managers. The financial and other results of mergers are not always as positive as expected, and the effect on staff can be devastating, whether they stay with the merged company or not. Module 2: Cultural issues in mergers - The culture of the previously separate companies and the new merged company is the area that experts say is the most important predictor of merger success. Module 3: HR issues in mergers - The merger has an impact on each of the functional areas HR planning, selection, compensation, performance appraisal, training and development, and labour relations. Unit 13: Outsourcing Module 1: Outsourcing HR functions - Outsourcing refers to the contractual arrangement wherein one organization provides services or products to another. There is a growing trend to outsource HR functions, particularly payroll and benefits. Module 2: The rationale for outsourcing - The advantages of outsourcing include the reduction of costs; the increased energy and time to focus on an organization s core competencies; access to technology and specialized expertise, which both result in increased levels of service; and the political advantages of removing a troublesome function or reducing headcount Module 3: Projected benefits vs actual benefits - There are disadvantages: the anticipated benefits may not be realized; service levels may decrease; and employee morale and commitment, as well as the value of the organization, may be reduced Module 4: Management of outsourcing - Managing the contractual arrangement with the service provider is the key to optimizing the benefits and minimizing the risks.

7 Unit 14: Evaluation of HR programs and policies Module 1: The importance of evaluating HR - This Module attempts to close the loop in the strategic HR planning process by examining evaluation. When managers implement a plan, they need to know if the plan was successful. In addition, it is important to measure the impact of HRM so as to prove the value of HR and to improve its performance. Module 2: How HR contributes to organizational performance - The 5C model for measuring HR effectiveness has five areas: compliance with laws and regulations, client satisfaction, culture management, cost control, and contribution Module 3: Approaches to measuring HR practices - Methods to measure the impact of HRM include cost benefit analysis, utility analysis, and audits. Benchmarking is a valuable tool that provides comparative data on key ideas and stimulates discussion about better ways to operate. Module 4: Challenges in measuring the impact of HRM - There are challenges in measuring HR effectiveness, however; overall organization goals may not be applicable to all branches or subsidiary companies; it is difficult to relate cause and effect; and some HR professionals do not see the benefit in such measuring. Learning Aids: Interactive questions within the multimedia lecture streams. Self help quiz attached to each unit of the course. Participation: Discussion board moderated and graded by the instructor. Students are required to post at least 3 substantial submissions (400 words or more) during the course on assigned questions (topical and case study based) that demonstrate knowledge and skills congruent with the Learning Objectives. There will be instructor feedback on all submissions. There will also be a General Discussion Board moderated by the instructor in which questions can be asked on any course topic. Midterm Paper: A midterm paper of approximately 1500 to be submitted online approximately 6 weeks after the start of the course. The instructor shall grade and comment on each paper, which shall be returned to the student. Final Examination: Proctored, opened book, online examination consisting of essay question(s). Any part of the entire course content may be examined. Government issued photo identification will be required to verify the student s identity. Grade Weightings of Course Components: Participation in Discussion Board: Weighting 10% Midterm Paper: Weighting 35%

8 Final Examination: Weighting 55%: (It is required to pass the final examination with a grade of at least 65% in order to pass the course, regardless of grades earned in other components.) Passing Grade for the Course: 65%