HRM4012 - HR Planning

CRN-11087
Fridays 8-11
Introduction to HR Planning
 Get acquainted

Classes
Course delivery Office hours
processes: Assignments
Exams & tests

Today’s Course outline & course

Agenda supplement

Introduction to HR Planning

Next class

.
 Get
Acquainted
 Professor Lynn Buckerfield
E-mail:
[email protected]

Office Hours: Fall 2023 –

Contact Tuesdays and Fridays 11-
Information 12. E-mail for on campus
or virtual appointment
 HRM4012 Course
Goals

Students will:
 Synthesize all of their acquired
theoretical knowledge obtained from
the human resources program
 Examine the importance of HR
professionals’ role in the strategic
planning process
 Determine supply & demand of
specific types of human resources
 Develop appropriate HR policies &
practices
 HRM4012 Course Outcomes
1. Demonstrate ability to integrate HR
planning with strategic initiatives of the
organization.
2. Forecast staffing needs based on supply
and demand issues.
3. Evaluate the role that HRMSs play in
facilitating HR planning.
4. Assess emerging issues influencing the
field of HR planning.
 Course Supplement
See the official GBC Course Supplement – word
document
Course supplement contains:
 CRN (Course Registration Number)
 Learning Schedule/Topical Outline – for each
class with major topic, outcome #, content,
required reading, assessment tool & weight
Review Learning Schedule in Course Supplement
 Assignments & Grading
Assessment Tool Date % of Final Grade

Exercise 1 Week 2 5%

Exercise 2 Week 4 10%

Midterm Exam Week 6 25%

Applied Research:
Report Week 10 20%
Presentation Week 11 10%
Final Exam Week 14 30%

100%
 Resources
1. Required: Text – Belcourt, M. and Podolsky, M. (2023).
Strategic human resources planning (8th ed). Toronto:
Nelson/Tophat.
2. Publisher’s student resources
https:/app.tophat.com
3. GBC library
a. Stacks & journals
b. On-line data bases
c. GBC reference librarians
4. Professor
5. +…
 Lectures (Classes):
1. On Campus:
 Documents to be used during
lecture on D2L/Brightspace
according to course schedule
 Powerpoints and other class
documents available in the “Class
Learning Materials” folder on D2L
according to the course schedule
 Print documents BEFORE class so
you can refer to during lecture
 Do not record lectures (ONLY a
student who has official GBC
accommodation may record)
Course  Take notes during classes

Processes

.
Lectures (Classes):
2. Recorded, Asynchronous:
 Online on D2L using narrated
Powerpoint files according to the
course schedule
 Powerpoints and other class documents
available in the “Content” folder on D2L
according to the course schedule
 Available to listen to anytime during
semester, anywhere, individually or in a
small group Course
 Take notes during recorded lectures as
you would for an on campus class
 Learn how to listen to a Powerpoint
Processes
with narration BEFORE e-mailing
professor that you cannot hear my
voice. See:
https://support.office.com/en-us/powerpo
int
https://www.office.com/launch/powerpoin
t?auth=2
https://www.georgebrown.ca/current-stud
ents/websites-apps-and-technical-support
 Course Processes
Office hours:
 These are scheduled times that I reserve specifically to meet
with students
 Office hours available each week throughout semester
 My office hours for the fall semester are Tuesdays and Fridays
11 – 12 noon
 Meetings may be with individual students or groups of
students
 If you would like to see me during my office hours, please
request a meeting by e-mail and I will confirm a time and
place
 Course Processes
Assignments:
Every assignment is posted on the D2L/Brightspace
All assignments are mandatory
Note weight (% of final course grade) for each assignment
Every assignment has requirements noted in a word document
Review requirements carefully: purpose, deadline, format, whether to be
completed by individual student or a group (note size of group)
Note grading/scoring information. Failure to follow requirements will result in
penalties

.
 Course Processes
Assignments (continued):
 Note deadline for submission. Late submissions allowed only with
written permission of professor and only under specific circumstances.
Late penalties will be imposed.
 Some assignments not accepted after deadline e.g., discussion,
presentation, etc.
 There are no additional or bonus assignments available.
 Assignments cannot be revised and re-submitted for additional grades.
 I check for plagiarism and other forms of academic dishonesty. See
George Brown College Academic Integrity Policy.
If questions, ask professor BEFORE assignment
deadline!
 Course Processes
Assignments (Continued):
Group Assignments:
 You must participate in the group assignments. There are NO individual
assignment alternatives
 Each student is expected to make a significant contribution to the group
assignment
 If one or more members of a group do not contribute equally, such as in
the quantity or quality or the work, grades may be adjusted accordingly
 The entire group is responsible for the group assignment
 If a group is unable to progress as planned due to medical and/or personal
reasons, I expect the group to contact the professor immediately
 Academic integrity requirements apply to all members of the group for
the entire assignment
 Course Processes
Exams & tests:
 The exams are scheduled now. See the date and time for each on the course schedule.
Reserve these times now. Additional individual times will not be provided.
 HRM4012 EXAMS ARE IN PERSON, ON CAMPUS.
 A student who begins a test or exam late will not be given additional time to complete
their test.
 A student who is absent from a test or exam because of a medical or personal emergency
MAY be able to write a makeup exam. The student must notify the professor BEFORE the
test or exam and must provide acceptable documentation within three business days of
the exam. See the official College course outline for details regarding the course testing
policy for complete information. Note student responsibilities, limitations, penalties.
 Students registered with Accessible Learning Services will be accommodated. See:
https://www.georgebrown.ca/assessment-centre/test-accommodations
 Exam questions are developed from lectures, class activities and materials, required
readings (e.g., specific textbook chapters and any additional required reading).

.
  Course outcomes
 Course schedule
 Resources
 Assignments and
Questions exams
 Course processes
 Anything else
 Introduction to HR
Planning Today’s
Objectives

 Understand major components of the

HR planning process
 Outline relationship between HR
planning and organizational
effectiveness
 Describe how HR planning facilitates
strategic human resource management
 HR Planning
Definition: HR planning involves forecasting the
number and types of workers the organization
will need, analyzing the future workforce
supply, developing (and implementing)
policies and programs that will help the
organization achieve its goals, and evaluating
their effectiveness.
 HR Planning
1. Understand the organization’s strategies
2. Analyze the environment – external and internal
3. Know the HR department’s “position”
4. Forecast future HR demand and analyze future HR
supply
5. Develop HR policies and programs (HR practices) that
will increase the likelihood of achieving organizational
goals
6. Implement these – put into practice
7. Evaluate the effectiveness of the HR policies and
programs implemented
Strategic HR Management
 Strategic HR Management
“The management of HR philosophies, policies, and practices to enable the
achievement of the organizational strategy.”

Belcourt, M. & McBey, K. (2019). Strategic human resources planning. 30.

1. Vertical integration – understanding the organization and its context

2. Horizontal integration – creating coherent HRM systems
3. Partnership – HR Professionals work cooperatively with line managers
and non-management employees
4. Demonstrate HRM effectiveness – show how HRM systems affect
organizational performance

Schuler, R. & Jackson, S. (2005). A quarter-century review of HR management in the U.S. Management Revue, 16 (1), 11-29.
 Strategic HRM

When HR policies and practices are aligned with an

organization’s strategic objectives, the system is “vertically
integrated”.

“Horizontal integration” occurs when there is a cohesive

system among HR policies and practices.

Achieving both vertical and horizontal integration requires

that HR professionals work in partnership with line
managers, employees, and their representatives.
 Measuring HRM Effectiveness
Strategic HRM is also measured – there has been big shift in
measuring the effectiveness of HR practices – from
technical HR standards towards measures of organizational
effectiveness

1920 – 1975: HR professionals judged effectiveness

1975 – 2000: Accountants judged; financial criteria;
techniques included utility analysis & cost accounting
2000 – today: Stakeholders judge; Balanced scorecard
approach; balance financial measures with drivers of
future organizational performance
 Organization design
 Work design/ job
formulation
 Entry & exit: recruitment,
promotion, terminations
 Selection
HRM
 Managing performance Practices
 Compensation
 Socialization, training,
development
Continuum of HRM Practices
Staffing Choices
Internal sources External sources
Narrow career paths Broad career paths
Explicit selection criteria Implicit selection criteria
Closed hiring procedures Open hiring procedures
Limited socialization Extensive socialization
 Continuum of HR Practices
Compensation Choices

Low base salaries High base salaries

Internal equity External equity
Few perks Many perks
Standard, fixed package Flexible package
No incentives Many incentives
Short term incentives Long term incentives
No employment security High employment security
Hierarchical Few levels or grades
 Continuum of HR Practices
Training & Development

Short term goals Long term goals

Productivity emphasis Quality of work emphasis
Spontaneous, unplanned Planned, systematic
Individual focus Group/team focus
Low participation High participation
 Continuum of HR Practices
Performance Evaluation
Behavioural criteria Results criteria
Remedial purpose Development purpose
Low employee participation High employee participation
Short term criteria Long term criteria
Individual criteria Group/team criteria
 1. HR mgt is aware of &
interacts with political,
social, economic and
technical environment of
the organization
Principles 2. HR strategy is congruent
with business strategy
of Strategic 3. HR strategy is explicit
4. HR initiatives are consistent
HR Planning 5. Process and indicators to
measure the effectiveness
of HRM are provided
 Strategy
Corporate
 The formulation of organizational mission,
goals, objectives and action plans for an
entire organization
http://www.rbc.com/aboutus/visionandvalues.html
Business
 As above but for one division or unit of an
organization
http://www.rbc.com/investorrelations/pdf/rbcglance2015q3.pdf
Generic Strategic Planning Process
1. Setting/confirming org’s mission, vision & values
2. Analyze the external environment
3. Preparing goals/ objectives
4. Establishing methods & actions to achieve goals
Various models include different steps, vary the
sequence of steps, etc.
NB – the strategic planning process ≠ HR
planning process
 Common Strategies

Stability/Maintenance Restructuring
Turnaround - increase the viability of
an organization
Divestiture - sale or removal of a
business
Liquidation - termination of a
business and the sale of its assets
Bankruptcy
Common Strategies
Growth

 Incremental
 Expand internationally
 Increase size
 Strategy Typologies

 Porter’s competitive model

https://en.wikipedia.org/wiki/Porter's_generic_strategies

 Miles & Snow’s organizational types

http://dsmgt310.faculty.ku.edu/SuppMaterial/MilesSnowTypology.html

 BCG’s portfolio matrix

http://www.thebcgmatrix.com/bcg-matrix-theory/bcg-matrix-and-its-four-quadrants/
Porter’s Competitive Strategies
 Breakout Groups
Groups & Strategy Tasks

Overall Low Cost Research major features of

strategy
Focused Low-Cost
Identify several organizations
Broad Differentiation using the strategy

Focused Differentiation Discuss implication of the

strategy on typical HR functions
Best-Cost
 Miles & Snow - 4 Strategic Types
1. Defender
 Mature company in mature industry
 Protects market position through efficient production, strong control
mechanisms, continuity & reliability
2. Prospector
 Seeks opportunities to exploit, create new markets, develop new products and
services
 Core skills in R&D, marketing
 Broad range of technologies & product types
3. Analyzer
 Excels in delivery of new products and services but avoids excessive risks
 Seeks to outperform other companies on basis of quality improvement
 Concentrates on limited range of products and technologies
4. Reactor
 Company has little control over external environment
 Lacks ability to adapt to competition
 Poor internal control mechanisms, no systematic design or plans
 BCG Portfolio Matrix Analysis

High
Star ?
(Or Wildcat)
Market Growth
%

Cash cow Dog

Low

High Low
Market Share
  HR planning – what it
is and what it involves
 Importance of
understanding the
organization’s strategy
and its links with the
Summary approach to HR
management
 HR planning facilitates
strategic human
resource management
 Next Class

 Introduction to HR forecasting
 Assessment/Assignment? Check the
Topical Outline for dates & D2L for
assignment details