Resumo de New Hr Planning Tools

New HR Planning Tools
Human Resource Planning is a relatively traditional discipline. However the world of business is changing rapidly and New tools are necessary if we in HR are to meet these new challenges. This is a list of "New Age" HR planning tools that you might consider adding to your HR "toolkit".
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.
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 us sufficient time to develop plans and strategies to either avoid the problem or minimize its impact.
Bench Strength (Back Fill) Plan
In this time of high turnover, it's increasingly essential to have a strategy of identifying and developing individuals that can take over if an employee leaves. A bench strength plan differs from traditional succession planning in that it only covers replacing key jobs within a single department. It is not a company-wide succession plan. individual managers are held responsible for developing at least one individual to fill every key job.
Employee Challenge Plan
One of the primary reasons employees leave their jobs is due to a lack of challenge. HR can dramatically increase retention rates if it gets managers to develop individual "Challenge Plans" for each worker. The plan is reviewed each month to ensure that the individual is constantly growing and feels challenged.
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 our company needs. Accurate forecasting will allow a company to prepare training and development plans to upgrade the available talent. Adequate preparation will give us a competitive talent advantage over our rivals.
Horizontal Progression Plan
Because most companies have delayered or eliminated many management positions there are fewer opportunities for promotion to stimulate workers. As a result, companies need to develop horizontal transfer and job rotation plans to ensure the continued development of both technical and managerial skills among our top employees.
Work/Life Balance Supply/Demand Forecasts
New hires, as well as our current workers are demanding an increasing array of benefits and work life balance options. HR needs to develop strategies to accurately assess what those work life balance demands will be. It must also be able to recast what percentage of our work force will choose to participate in work life balance programs like job sharing and sabbaticals. This forecast will enable us to be prepared for the decreased amount of hours our employees will be willing to put in.
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 our speed of learning and the application of that knowledge within our company.
Skills/ Competency Inventories
In order to rapidly redeploy resources and fill unexpected vacancies HR must develop computerized skill or competency inventories. Such inventories allow us to "throw" talent at a problem because we are aware of which individuals in our corporation have the needed skill or experience 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 our 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.

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