文档介绍：第八章人力资源规划
CHP8 Human Resource Planning
案例
北京桑科制造公司的营销经理赵旺在每周经理例会上说:“我有个好消息,我们可以与麦多德公司签订一大笔合同。我们所要做的就是在一年而不是两年内完成该计划。我告诉过他们我们能够做到。”
然而人力资源副经理王林的话却让每个人都必须面对现实,她说:在我看来,我们现有的工人并不具备按麦多德公司的标准生产出优质产品所需要的专业知识。在原来两年的计划进度表中,我们曾计划对现有工人逐步进行培训,但是按现在这个新的时间表我们将不得不到劳动力市场上招募那些具有该方面工作经验的工人。或许我们有必要进一步分析一下这个方案,看看是否确实需要这么做。如果我们要在一年内而不是两年中完成这一计划,人力资源成本将大幅度上升。不错,赵经理,我们能够做到这一点,但是由于有些约束条件,这个计划的效益会好吗?
假设:
你分别是营销经理、人力资源经理、公司总经理,面对这种情况,你的态度是什么?
策之而知得失之计,作之而知动静之理,形之而知生死之地,角之而知有余不足之处。
—《孙子兵法·虚实》
人力资源规划(Human Resource Planning)的含义
在企业发展和经营规划的指导下进行人员的供需平衡,以满足企业在不同发展时期对人员的需求,为企业的发展提供符合质量和数量要求的人力资源保证。
Employment or personnel planning is the process of deciding what positions the firm will have to fill, and how to fill them.
概念理解(1)
HRP要在企业发展战略和经营规划的基础上来进行。
Strategic Analysis
What human resources are needed and what are available?
Strategic Formulation
What is required and necessary in support of human resources?
Strategic Implementation
How will the human resources be allocated?
Clarify performance expectations and future management methods:
values, guiding principles
business mission
objectives and priorities
resource allocations
Identify people-related
business issues
Define HR strategies,
objectives, and
action plans
Implement HR
processes, policies
and practices
Implement processes to
achieve desired results:
business goals
company strengths/weaknesses
external opportunities/threats
source petitive advantage
Establish the context:
business goals
company strengths/weaknesses
external opportunities/threats
source petitive advantage
Strategic
Analysis
Strategy
Formulation
Strategy
Implementation
Linking the Processes of HRP and Strategic Planning
Ensuring the Fit between HR and Strategy
External Fit (or External Alignment)
Focuses on the connection between the business objectives and the major initiatives in HR.
Internal Fit (or Internal Alignment)
Aligning HR practices with one another to establish a configuration that is mutually reinforcing.