Ch 6: ASCERTAINING HR SUPPLY

Question 1

Internal supply

Answer 1

Existing employees who can be retrained, promoted, transferred or redeployed to fulfil future HR needs

Question 2

External Supply

Answer 2

Members of the workforce not currently employed in the organization

Question 3

Why would companies want to hire from within instead of externally?

Answer 3

1. Current employees already understand company culture
2. Employer already knows worker skills and performance (from HR)
3. Internal labour markets provide employees with protection such as economic downturns

Question 4

Employee Segmenting

Answer 4

• The grouping of employees based on characteristics relevant to the employee experience
• Career preferences, demographics, work/life preferences or benefit

Question 5

Three questions to understand and influence supply internally

Answer 5

What are the critical human capital segments? Which activities bring value to customer

What response do we need from each of these segments?

What features of the employment deal create the best response at the lowest cost

Question 6

Skills Gap

Answer 6

Human capital available inadequate to meet the present hr demands

Question 7

HR Supply Programs

Answer 7

• Employers influencing supply
• Other labour pools
• Influence of Govt programs
• Hr Retention Programs

Question 8

Role of employers in influencing supply

Answer 8

• Redesigning job perception
• Change working conditions

Question 9

Other labour Pools

Answer 9

• Choosing minority/stigmatized groups
• disabled,

Question 10

Influence of Govt programs

Answer 10

• professional programs for specific areas- nurses, teachers, STEM professionals (they provide subsidies for students to pursue the programs also)

Question 11

HR Retention Programs

Answer 11

• creating an enjoyable working atmosphere

-designing meaningful jobs
- Compensation systems that can be traced to performance and is based off of clearly communicated standards

-attractive work arrangements- flextime, cafeteria, transportation allowance/provisions

Question 12

Mass customization in HR

Answer 12

The ability to customize HR practices at the employee level efficiently and at a low cost

Question 13

Methods for Modellng Supply

Answer 13

Skills and Management Inventories

Markov models

Linear Programming and Simulation

Movement Analysis

Vacancy model

Question 14

Skills inventory

Answer 14

An individualized personnel record on all employees except managers/professional position

Question 15

Information contained in a skill inventory

Answer 15

Personal info

Education, training, skill competencies(certification, diplomas, areas of specialization)

Work history(D.O.H, seniority, previous jobs held in organization)

Performance ratings- numerical score of performance

Career information- future job desired, those recommended by supervisors

Hobbies and Interests: community impacts, volunteerism, willingness to relocate

Question 16

Management Inventories

Answer 16

Individualized personnel record for managerial, professional, or technical personnel- has specialised duties, responsibilities, accountabilities

Question 17

Info included in management inventories

Answer 17

History of management.professional jobs held

Record of management/professional training courses and dates of completion

Key accountabilities for the current job( no of subordinate, org resources)

Assessment centre and appraisal data

Professional and industry association memberships

Question 18

Markov Model

Answer 18

A model that produces a series of matrices that details the various patterns of movement to and from the various jobs in the organization.

Question 19

When considering employee movement patterns in the organization, there
are five mutually exclusive states in which an employee can reside:

Answer 19

1. Remaining in the current job
2. Promotion to a higher-classified job
3. A lateral transfer to a job with a similar classification level
4. Exit from the job (e.g., termination, layoff, voluntary leaving by the employee)
5. Demotion (which is relatively rare)23

Question 19

The markov model is refered to as a ___________ or ____________ model

Answer 19

probabilistic or stochastic model

Question 20

Steps to using the model

Answer 20

1. Collect historical data on mobility rates between jobs in the org
2. Develop matrix based on the data to forecast future movement
3. Use forecasts to analyse HR policies and programs and instigate necessary measures.

Question 21

Transitional Probability

Answer 21

The proportion of employees who have historically resided in a given employment state/number of employees in the job currently

Question 22

Markov give great value in finding the following

Answer 22

• number of employees who move annually

movement patterns for promotion, termination, transitions

Question 23

Linear Programming

Answer 23

Acomlex mathematical procedure used for project analysis in engineering and business

Question 24

Use of linear programming in HR

Answer 24

allows us to determine the future supply of human capital based on achieving the best staffing outcome while taking into account certain constraints such as labour costs.

Question 25

How to use linear programming

Answer 25

• make assumptions similar to regression analysis- model must have variables with linear relationships

Simulation relaxes need for linear relationships, but at the expense on the greater dependency on the algorithms

Question 26

Movement analysis

Answer 26

Tehcnique used to analyze ripple effect that promotions or job losses have on the movement of other employees in org

Question 27

Details on movement analysis

Answer 27

Conducting at the departmental level , analysis considers change in staffing levels and calculates losses requiring replacement, avoiding double-counting

Question 28

Vacancy Model

Answer 28

Aka- renewal or sequencing model

analyzes human capital flows throughout the organization by examining inputs and outputs at each hierarchical or compensation level.

Question 29

Substitution and other GAP strategies

Answer 29

• Outsourcing the outstanding need
• focusing on retention strategies
• increasing training and development to build internal pool

Question 30

Bullwhip effect

Answer 30

• estimated supply becomes inflated along the supply chain
• clothing store gives an estimate, but adds on more to be safe, and higher up it goes the more is added on “to be safe”

Question 31

How to manage bullwhip effect

Answer 31

• (1) estimate the amount of error in forecasting, (like setting a margin of error like in poll voting)

consider the costs of underestimates versus the costs of overestimates. this determine what is really “safe”