Resumo de Hr Planning Tools

HR Planning Tools

HR professionals are constantly looking for new tools. Below is a list of pro-active HR planning tools that might help you to improve your companies competitive advantage.

Corporate Head count "Fat" Assessment Plan
Ever wonder why the decision that we need layoffs seems to come up as a surprise? Why not establish a set of assessment tools that will let you know in advance where head count and overhead costs are excessive.

Redeployment / Agility Plans
In this changing world it is not uncommon for new markets and products to open (and close) rapidly. Companies need to have a strategy to remain "agile" and to be able to move people, and resources rapidly from areas of low return to areas of a higher return.

Smoke" Detectors (Predictors)
If HR is to be proactive it needs to be able to anticipate problems. Developing HR systems and metrics known as "smoke detectors" that indicate potential problems might give you sufficient time to develop plans and strategies to either avoid the problem or minimize its impact.

Retention Plan
A retention plan is a corporate strategy to lower turnover. The first step is to identify key performers and hard to fill positions. Individuals that may be "at risk" are identified. Individuals or position -wide strategies are then developed to increase their retention rates. Additional efforts are made to identify why people stay in their jobs and why people leave.

Quality of Labor Supply Forecasts
Identifying the "quality" of the future labor supply is a medium term strategy based on the assumption that the available labor force will not have the competencies and skills that your company needs. Accurate forecasting will allow a company to prepare training and development plans to upgrade the available talent. Adequate preparation will give you a competitive talent advantage over our rivals.

Learning / Knowledge Plan
Companies are becoming increasingly aware that a major competitive advantage occurs when a company can rapidly acquire information/solutions and swiftly share them throughout the company. HR can help by assisting managers in developing individual and corporate wide learning plans and strategies to increase your speed of learning and the application of that knowledge within your company.

Competency Inventories
In order to rapidly redeploy resources and fill unexpected vacancies HR must develop computerized competency inventories. Such inventories allow you to "throw" talent at a problem because we are aware of which individuals in your corporation have the needed competecies to solve that problem. These inventories do not require people to move between positions as they can also be used as sources for advice and benchmarking.

Interest Inventories
In order to retain employees it is essential that we have a strategy for identifying and meeting the changing needs of your workers. By asking workers What projects they might like to work on? What skills they would like to develop? and What individuals or teams would they like to work with? managers can develop strategies for increasing a worker excitement and productivity levels.

Candidate Expectation (offer acceptance criteria) Forecast
The increased number of job openings and the "unique" expectations of the current crop of generation Xer's and college hires makes it increasingly more difficult to get candidates to accept an offer. By using focus groups and surveys companies can identify and forecast the unique offer acceptance demands of it's recruits. Accurate forecasts can give the company sufficient time to develop the array of programs and benefits that are increasingly essential to get a candidate to say yes.

HR Competitive Analysis
As Top Management become increasingly aware of the value of strong HR programs it is demanding that each and every program we offer is superior to that of your direct competitors. This requires a side by side and program by program s assessment on how every HR pgram we currently have is superior to your competitors. In addition, in order to continually improve, HR must show an improvement each year in your "this year to last years" comparison.

Bad Management Identification Program
One of the primary reasons that employees quit their jobs are the bad management practices of their direct supervisor. Companies often thrown managers into their jobs with little training or preparation Through the use of surveys, 360 degree assessments and interviews companies can identify "bad managers". The organization can then develop strategies for fixing these managers, transferring them back to more technical jobs or for releasing them. Because managers are responsible for meeting many employee needs that are cited as reasons for employee turnover (communicating with the worker, challenging them, recognizing their efforts etc.) fixing bad managers may be the single most important factor in increasing productivity and decreasing turnover.

Talent Acquisition Through Mergers & Acquisition Plan
There are ways to acquire talent beyond traditional recruiting. Acquiring "intact" teams and large numbers of talented people (with similar values) rapidly is possible by having HR "scout out" target firms and then recommending their acquisition just for their employees.

Targeted Succession plans
Targeted succession plans are narrowly focused strategies for ensuring that individuals are available to fill vacant key positions in project teams. Targeted areas often include major software implementations and product development teams. Most succession plans have often failed because they were too broad. Targeted plans allow the focus and forecasting to be more narrowly applied with the goal of increasing the accuracy of the planning.

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