...Assignment #1 – Case Study Chapter 4: Planning the Needs of Other Organizations Identify the critical success factors that Benefast partners should consider for its HRIS system. The success factors that Benefast partners should consider for its HRIS system is more reliant on the Planning, and successful planning is critically depending on comprehensive needs analysis, so these two stages through the HRIS system would be the critical success factors. Planning can be divided into long-range and short range operational planning. Long range planning for an HRIS examines the big picture of an organization’s HR function and its information needs in light of its overall business strategy (Kavanagh & Thite 2009p.83). Benefast partners should consider this because when considering long-range planning looks beyond the present usually focusing on needs in the future. One of the critical concepts was the phase containment. That is, organizations should identify problems as early as possible in the life cycle of a system and importantly, deal with those problems at that time rather than allowing the problems to continue, possibly leading to greater more costly rework and modification later (Kavanagh & Thite 2009p.84). This phase containment is a principle that would bring success to Benefast. The Short range planning typically involves a needs analysis of the organization, but with a much more immediate focus. Originally the long range plan will identify a list of priorities or priority...
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...laws intended to force it to increase workers' health care benefits, retail giant Wal-Mart is providing health coverage to more of its employees. In 2008, Wal-Mart will provide employees with $4 co-payments for 2,400 generic drugs and will offer health insurance with monthly premiums as low as $5 to $8. "The non-unionized Wal-Mart has taken a lot of heat on health care, including a custom-made bill in Maryland and copycat bills in other states mandating 'pay or play' rules for employee health coverage," noted Diana Ernst, a health care policy fellow at the Pacific Research Institute in San Francisco. "The company's new plan, however, has drawn praise from even its biggest critics." According to a mid-September news release by the company, "Associates will now have more than 50 ways of customizing their health care coverage options, which will allow them to select various deductibles, health care credits [which enable employees to visit doctors and purchase prescription drugs without paying anything out of pocket], and premiums, depending on their needs. This is a substantial increase from last year, when most associates had only nine choices." Better Insurance For premiums of less than $5 a month in some regions and no more than $8 per month nationwide, associates will have individual health coverage including "a $100 health care credit, more than 2,400 generic prescriptions for $4, a $2,000 deductible, and no lifetime...
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...2010, 13-22 13 CAREER PLANNING PROCESS AND ITS ROLE IN HUMAN RESOURCE DEVELOPMENT ELIZA ANTONIU ABSTRACT: This paper addresses specific questions on career planning, activity which plays an increasingly representative role in the human resources management. People were always concerned about choosing and building careers to meet their needs and aspirations. Career planning process involves both individual and organization responsibility. In the contemporary business environment, highly competitive, we find that career management responsibility rests increasingly on the individuals. Organizations also play an important role; its need to have and maintain a competent staff, considered as the main source for obtaining competitive advantage, most advanced companies develop and apply an integrated management career system, beneficial both for themselves and for their employees. KEY WORDS: planning activities; career management; human resource; system JEL CLASSIFICATION: M12 1. CAREER PLANNING – AN ESSENTIAL COMPONENT OF HUMAN RESOURCE MANAGEMENT The current economic context, marked by increased competition, integration in the European Union and especially the need to maintain competitive advantage in an increasingly uncertain business environment, have led to the introduction and the deployment of human resources activities until recently neglected. Thus, more companies in Romania have started to develop and implement organized planning and career development systems...
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...A key factor in the process of integrating strategic planning with HR is ensuring that the HR staff recognize their roles as change agents and strategic business partners. This may be particularly difficult in a rapidly changing organization where the lack of stability tends to leave people with the feeling that they are victims of change rather than champions of it. However, one key to creating a successful HR function is to organize the chaos caused by change. This can be accomplished by forging ahead with innovative strategic plans that add value to the company instead of retreating into comfortable, traditional roles that will not effectively improve a company's bottom line (Cipolla, 1996). Effective strategic planning involves analyzing current data and identifying trends that may affect a company's future performance. Next, it involves mapping out a strategy that will most likely result in a company's success over the long term. A study by Eichinger and Ulrich (1995) indicates that in the next five to seven years at least 10 profound changes will alter the course of businesses and the function of HR. They identify these changes as (1) global economic and financial, (2) technological, (3) political, (4) structural (to the business organization), (5) educational, (6) labor-related, (7) social, (8) conflicts due to globalization, (9) environmental, and (10) crime-related. These changes are dominated by the shrinking world, as telecommunication, travel, information, ideologies...
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...2 1.3 2 2.1 2.2 3 3.1 3.2 4 4.1 PARTICULARS CHAPTER 1: INTRODUCTION TO HRP OBJECTIVES, NEED & IMPORTANCE OF HRP EVOLUTION OF HRP CONTEMPORARY APPROACH TO HRP CHAPTER 2: HRP PROCESS DEVELOPING A HR PLAN ADVANTAGES AND DISDVANTAGES OF HRP CHAPTER 3: INTERNAL FACTORS AFFECTING HRP EXTERNAL FACTORS AFFECTING HRP IMPACT OF TECHNOLOGY ON HRP CHAPTER 4: A SCOTTISH POWER CASE STUDYINTRODUCTION FACTORS AFFECTING WORKFORCE PLANNING AT SCOTTISH POWER 4.2 SCOTTISH POWER’S RESPONSE TO WORKFORCE CHALLENGES 4.3 4.4 EMPLOYEE CASE STUDY CONCLUSION CONCLUSION BIBLIOGRAPHY 37 39 40 41 34 Page No. 1 4 7 8 11 15 17 21 26 29 31 33 CHAPTER 1 INTRODUCTION TO HUMAN RESOURCE PLANNING Human resource planning (HRP) is the first step in the Human Resource Management (HRM) process. The real HRM process starts with the number and kind of people required by the organization for the coming period. HRP is also known by other names such as “Manpower planning”, “Employment planning”, “Labor Planning”, “Personnel Planning” etc. HRP is a sub-system in the total organizational planning. In other words, HRP is derived from the organizational planning just like production planning, sales planning, material planning etc. Planning the right man for right job and developing him into effective team member is an important function of every manager. It is because HR is an important corporate asset and performance of organizations depends upon the way it is put in use. HRP is a deliberate strategy for acquisition, improvement...
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...Human Resource Planning (3rd Class) Definition: The ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply. Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost. The process by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives. [pic] Meaning and Definition: In simple words, HRP is understood as the process of forecasting an organization's future demand for and supply of, the right type of people in the right number. It is only after this that the HRM department can initiate the recruitment and selection process. HRP is a sub-system in the total organizational planning. Organizational planning includes managerial activities that set the company's objectives for the future and determine the appropriate means for achieving...
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...in Financial Management Course 10: Strategic Planning Prepared by: Matt H. Evans, CPA, CMA, CFM This course provides a concise overview of how to do a strategic plan. The entire strategic planning process is outlined within this course. This course is recommended for 2 hours of Continuing Professional Education. In order to receive credit, you will need to pass a multiple choice exam which is administered over the internet at www.exinfm.com/training Chapter 1 Preliminary Considerations What is Strategic Planning? The essence of management includes the ability to plan. As you work your way up the organization, planning moves from operational to strategic. Strategic Planning is one of the principal responsibilities of upper-level management. Once management decides on the Strategic Plan, lower-level managers implement the Strategic Plan through an Operating Plan. Strategic Planning attempts to answer a very fundamental question: Where do we want to be one year from now, two years from now, three years from now, etc.? Strategic Planning requires that an organization develop a vision of itself - how do we see ourselves in the future? Strategic Planning looks at the big picture from a long-range perspective whereas the Operating Plan represents the specific tactics for carrying out the Strategic Plan year to year. Strategic Planning is a process whereby an organization makes choices about: ▪ Why do we exist...
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...replacement planning means and its demand in organizations? Having the best people is the right strategy for success but a better plan is needed to replace them if they suddenly leave in condition which is more critical. Replacement planning is the process of replacing shot term or long term planning so that organizations have required employee for their case of emergency. (Rothwell, 2011) Replacement Planning is a knee-jerk approach to employees that involves identifying replacements for key positions typically at the senior levels of the organization. Little focused development occurs for the descendant and it is commonly assumed that the current manager is also a sound role model for the next manager. Chief Executive Officer replacement was the original focus of replacement planning given the critical role the CEO plays in any business. It then evolved into succession planning which differs to replacement planning only in that identified successors undertake focused development. The process of succession planning is also closely intertwined with the workforce planning process. Each can only be as good as the other. Workforce planning allows the importance of job roles to be reviewed and critical training needs to be identified and prioritized. Without such information key roles and employees are difficult to identify and development efforts will lack focus. Some employees in the organizations are preparing for the cases of emergencies specifically. Replacement planning for key...
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...1. Introduction Succession planning is not an issue that many organizations address in any systematic way. Because many nonprofits are small (with fewer than 10 employees) and because they may be facing other organizational challenges, thinking about who the next executive director might be or what would happen if the director of finance suddenly left is not high on their priority list. There are many reasons why organizations need to be thinking about succession planning. The most important reason, of course, is that we rely on staff to carry out our missions, provide services and meet our organization's goals. We need to think about what would happen to those services or our ability to fulfill our mission if a key staff member left. Another reason to focus on succession planning is the changing realities of workplaces. The impending retirement of the baby boomers is expected to have a major impact on workforce capacity. Teresa Howe in "Succession Planning and Management" identified other emerging realities about the workforce in Canada: • Vacancies in senior or key positions are occurring in numerous organizations simultaneously and demographics indicate there are statistically fewer people available to fill them • Baby boomer retirements are on the rise just at the time when the economy is growing and increasing the demand for senior management expertise • There is no emerging group of potential employees on the horizon as in past generations (i.e. baby boomers...
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...STRATEGIC PLANNING: A TEN-STEP GUIDE* I. IMPORTANCE OF PLANNING There is broad agreement among nonprofit leaders and experts that planning is a critical component of good management and governance. Planning helps assure that an organization remains relevant and responsive to the needs of its community, and contributes to organizational stability and growth. It provides a basis for monitoring progress, and for assessing results and impact. It facilitates new program development. It enables an organization to look into the future in an orderly and systematic way. From a governance perspective, it enables the Board to set policies and goals to guide the organization, and provides a clear focus to the Executive Director and staff for program implementation and agency management. Most organizations understand the need for annual program objectives and a program-focused work plan. Funders require them, and they provide a basis for setting priorities, organizing work, and assessing progress. A growing number of Hispanic communitybased organizations go beyond funder requirements to develop annual objectives and operating plans which also include a systematic plan for resource development, organizational development, and in some cases Board development. Most groups find it practical to define objectives for a 12-month period, and to design strategies and programs to meet them. Longer-range planning – planning beyond the next year or two – often seems more difficult and less rewarding...
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...Strategic Planning {What is it? How do you do it?} [pic] 2008 Table of Contents Page Content 3-4 Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational “Goals and Objectives” Development 22-25 What are Action Steps and how are they developed? 25 Performance Audit – Review of Organizational Strengths, Weaknesses, Opportunities, Threats [SWOT] 26 Gap Analysis – Compare SWOT analysis information with Draft goals and objectives 26 Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it...
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...marketing planning Marketing planning is a blueprint of the organization that describes the organization marketing efforts and its future destination. The more the company can make the marketing planning, the more the company will be succeeding in the market. Marketing planning is significant to utilize the company’s available resources and to achieve the specific goal of the organization. Business environment is changing in everyday now. The operational manager faces problem with changing environment in the business. The changing perspective in the marketing planning is that the marketing planning changes in different business environment. The marketing planning must be flexible. In the changing the marketing planning of the business, the organisation got better position in the market to capture opportunities and can easily handle risks. The organisation can use the marketing resources more effectively. By the changing marketing planning, the organisation can improve the sales and profit. 1.2 Evaluating organization capability for planning its future marketing activity Capability is the power that specifies the ability of the work force of the business organization. The company should make its marketing planning based on its capability. If the organization does not consider the organization’s core ability to make its marketing planning, the organization will no able to implement those planning. There are many theories to measure the capability of organization but in evaluating...
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...of an organization depends on its ability to find people with the right skills who would occupy key and top leadership positions. Years ago, companies maintain highly-structured and secretive schemes which aim to identify internal successors for key posts. In the same manner, there are also those companies who resort to the aid of headhunters in order to fill in vacated positions in the top management level. Whilst the aforesaid succession strategies were relatively successful, the need to plan ahead has rendered them ineffectual (Cannell, 2009). The nineties marked the period of growing uncertainty, of increasing sped of change in the business environment and flatter structures (Mowtani et al., 2006; Cappelli, 2008; Cannell, 2009). Without a doubt, it was difficult to ascertain as to whether or not the job one has will still exist after one year. It is because of this then that succession planning has increased its importance. Succession planning is defined as the process of identifying and developing internal people who possess the potential to fill key leadership positions in the company (Whitmore, 2006). In view thereof, many scholars believe that it is through succession planning that the company is assured that more people who are experienced and capable in assuming leadership positions are available. Whitmore (2006) further adds that it is because of the abovementioned that the so-called replacement planning for key roles is at the core of succession planning. This...
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...HR Planning and Staffing: How are they connected? We hear the statement: “HR Planning is the foundation of staffing under the new PSEA”. But what does this mean and how do we make it happen? Background HR planning is a generic term that can have many different meanings. For the purposes of this discussion, we mean the following: HR planning is a process that identifies current and future human resources needs for an organization to achieve its goals. It means forecasting an organization’s future demand and supply for employees, based on its business needs; and subsequently developing and employing the strategies required to meet these needs. It involves a gap analysis between current HR supply and future demand. Strategies are then developed to address the gap and may involve recruitment, internal staffing, development, training, contracting and partnering, and activities relating to downsizing. “Forecasting future needs” implies understanding the future business directions of the organization so that the HR needs can be appropriately identified. HR planning can be conducted at the organization level or at any component level but a key to success is always understanding and linking to business direction. HR Planning always starts with understanding the business needs of the organization. There may also be a need to further develop and refine plans for the strategies that are going to be employed and this may result in separate, or integrated, staffing plans, training plans etc...
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...Strategic Planning {What is it? How do you do it?} [pic] 2008 Table of Contents Page Content 3-4 Introduction 5 Section 1: The “What” of Strategic Planning 6 Why should departments and agencies plan strategically? 7-8 Section 2: The “How” of Strategic Planning 9-10 How do I gather data and where do I get it from? 11 Participant Selection 12 Survey/focus group question development 12-14 Core Values Development 15-17 Organizational “Purpose” Development 17-19 Organizational “Vision” Development 19-20 Organizational “Mission” Development 20-22 Organizational “Goals and Objectives” Development 22-25 What are Action Steps and how are they developed? 25 Performance Audit – Review of Organizational Strengths, Weaknesses, Opportunities, Threats [SWOT] 26 Gap Analysis – Compare SWOT analysis information with Draft goals and objectives 26 Contingency Planning – Worst and Best Case Scenarios 26 Integrated Functional Plans – Action Steps 27 Implementation Considerations 27 Monitoring and Evaluation 28 -42 Short Cut – Simplified Planning Model 43-57 Section 3: Sample Plan 58 Points to Remember Introduction This document is intended to provide the reader with information about strategic planning. It is organized into three sections to help the reader better understanding what strategic planning is about and how it...
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