Week 12 Ch1 - Noe Ch. 5 LO 1-3 & C2 - Noe Ch. 7

Forecasting

The attempts to determine the supply of and demand for various types of human resources to predict areas within the organization where there will be labor shortages or surpluses. (statistical methods or judgement)

Walmart predicts it will need 100 extra employees during Christmas because more customers will be shopping.

1. Forecasting

2. Goal setting and Strategic Planning

3. Implementing and Evaluating the HR Plan

4. Applying HR plan to affirmative action

4 Steps of human resource planning:

Trend Analysis

Constructing and applying statistical models that predict labor demand for the next year, given relatively objective statistics from the previous year.

A hospital hired 20 additional nurses each year for the past three years, so it predicts it will need about 20 more next year.

Leading Indicators

Objective measures that accurately predict future labor demand.

A hotel sees a large increase in future room reservations, so it knows it will need more housekeeping employees.

Transitional Matrix

A chart that lists job categories held in one period and shows the proportion of employees in each of those job categories in a future period.

A company tracks 100 cashiers and finds that 20 became supervisors, 10 quit, and 70 remained cashiers the following year.

Core Competency

A set of knowledges and skills that make the organization superior to competitors and create value for customers.

Apple's ability to design innovative, easy-to-use technology helps it stand out from competitors.

Downsizing

The planned elimination of large numbers of personnel with the goal of enhancing the organization’s competitiveness.

A company lays off 200 employees to reduce expenses and become more competitive.

Reducing costs

Replacing labor with technology

Mergers and acquisitions

Moving to more economical locations

ways to downsize:

Outsourcing

Contracting with another organization (vendor, third-party provider, or consultant) to provide services.

A company hires an outside cleaning service instead of employing its own janitors.

Workforce Utilization Review

A comparison of the proportion of employees in protected groups with the proportion that each group represents in the relevant labor market.

A company compares the percentage of women working in management with the percentage of qualified women available in the local labor market.

Affirmative-Action Plans

forecast and monitor the proportion of employees who are members of various protected groups (women and racial or ethnic minorities)

A company discovers women are underrepresented in management, so it establishes recruitment and development goals to improve representation.

Training

An organization’s planned efforts to help employees acquire job-related knowledge, skills, abilities, and behaviors, with the goal of applying these on the job.

A restaurant teaches new employees how to take orders and use the cash register.

Instructional Design

A process of systematically developing training to meet specified needs.

A company creates a step-by-step training program to teach employees how to use new software.

Learning Management System (LMS)

An online application that automates the administration, development, and delivery of training programs.

A company uses an online website where employees watch training videos and complete quizzes.

Needs Assessment

The process of evaluating the organization, individual employees, and employees’ tasks to determine what kinds of training, if any, are necessary.

A manager notices employees are making mistakes and investigates what training they need.

Organization Analysis

A process for determining the appropriateness of training by evaluating the characteristics of the organization.

A company checks whether it has enough money, time, and support to provide employee training.

Person Analysis

A process for determining individuals’ needs and readiness for training.

A manager identifies which employees are struggling and need additional training.

Task Analysis

The process of identifying the tasks, knowledge, skills, and behaviors that training should emphasize.

A restaurant identifies the specific skills a cook needs, such as preparing food and using kitchen equipment.

Readiness for Training

A combination of employee characteristics and positive work environment that permit training.

An employee is motivated to learn, has the basic skills needed, and has a supportive manager.

Cognitive ability

being able to use written and spoken language, solve math problems and use logic to solve problems

An employee quickly understands instructions and uses logic to solve a difficult problem.

On-the-Job Training (OJT)

Training methods in which a person with job experience and skill guides trainees in practicing job skills at the workplace.

An experienced cashier teaches a new cashier how to operate the register while working.

Apprenticeship

A work-study training method that teaches job skills through a combination of on-the-job training and classroom training.

Someone learning to become an electrician takes classes while working alongside an experienced electrician.

Internship

On-the-job learning sponsored by an educational institution as a component of an academic program.

A college student works at a marketing company to gain experience while earning college credit.

Simulation

A training method that represents a real-life situation, with trainees making decisions resulting in outcomes that mirror what would happen on the job.

Pilots practice flying and handling emergencies using a flight simulator.

Experiential Programs

Training programs in which participants learn concepts and apply them by simulating behaviors involved and analyzing the activity, connecting it with real-life situations.

Employees participate in a mock business where they make decisions and learn from the results.

Adventure Learning

A teamwork and leadership training program based on the use of challenging, structured outdoor activities.

Employees complete an outdoor obstacle course together to improve teamwork and leadership.

Cross-Training

Team training in which team members understand and practice each other’s skills so that they are prepared to step in and take another member’s place.

A restaurant trains servers to work as hosts so they can fill in when needed.

Action Learning

Training in which teams get an actual problem, work on solving it and commit to an action plan, and are accountable for carrying it out.

A group of employees works together to solve an actual problem with long customer wait times and implements a solution.

Transfer of Training

On-the-job use of knowledge, skills, and behaviors learned in training.

An employee learns how to handle angry customers during training and then uses those skills at work.

Orientation

Training designed to prepare employees to perform their jobs effectively, learn about their organization, and establish work relationships.

A new employee learns company rules, meets coworkers, and gets a tour of the workplace.

Diversity

The characteristics of individuals that make them unique.

A company has employees of different ages, backgrounds, cultures, and experiences.

Inclusion

Creating a work environment in which individuals are treated fairly and with mutual respect and have equal access to opportunities and resources so that they can contribute fully to the organization’s success.

A manager encourages every employee to share ideas during meetings and makes sure everyone is respected.

Diversity Training

Training designed to change employee attitudes about diversity and/or develop skills needed to work with a diverse workforce.

Employees attend a workshop about recognizing unconscious bias and respecting cultural differences.