Human Resource Management in Practice
Part 2 Human resource management in practice
,
Chapter 6 Chapter 7 Chapter 8 Chapter 9
Human resource planning Job and work design Recruitment and selection Performance management
Chapter 10 Reward management Chapter 11 Training, development and learning
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Human resources planning
6
1 1
Cathy Sheehan
After reading this chapter, you should be able to: Discuss the rise of human resource planning (HRP) as a strategic priority Explain the techniques associated with forecasting the supply and demand of human resources 1 1 1 1 Outline the role of job analysis in the HRP process Describe and analyse the impact of restructuring on HRP responses Explain the role of HRP in talent management Discuss international HRP considerations
,
Introduction Approaches to HRP The strategic role of HRP Conclusion
For discussion and revision Further reading Case study: The Australian Cladding Company References
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Human resource management in practice
Introduction
In the Introduction to this book, Syed and Kramar emphasized the increasing globalization of the world of work and the capacity of events in one country to impact on others. International social and economic change and resultant changes in the international labour market pose particular challenges for the human resource management (HRM) function. The global financial crisis of 2008–09 was a good example of a situation in which the HRM function had to provide leadership in managing potential workforce reductions while still attracting and retaining critical talent in order to maintain businesses’ viability. At a time when many organizations internationally were struggling to manage skill shortages (see Rudd et al., 2007), economic uncertainty created a further level of complexity. The Corporate Leadership Council
,
Chapter 6 Chapter 7 Chapter 8 Chapter 9
Human resource planning Job and work design Recruitment and selection Performance management
Chapter 10 Reward management Chapter 11 Training, development and learning
9780230251533_07_cha06.indd 125
01/11/2011 12:09
9780230251533_07_cha06.indd 126
01/11/2011 12:09
127
Human resources planning
6
1 1
Cathy Sheehan
After reading this chapter, you should be able to: Discuss the rise of human resource planning (HRP) as a strategic priority Explain the techniques associated with forecasting the supply and demand of human resources 1 1 1 1 Outline the role of job analysis in the HRP process Describe and analyse the impact of restructuring on HRP responses Explain the role of HRP in talent management Discuss international HRP considerations
,
Introduction Approaches to HRP The strategic role of HRP Conclusion
For discussion and revision Further reading Case study: The Australian Cladding Company References
9780230251533_07_cha06.indd 127
01/11/2011 12:09
128
Human resource management in practice
Introduction
In the Introduction to this book, Syed and Kramar emphasized the increasing globalization of the world of work and the capacity of events in one country to impact on others. International social and economic change and resultant changes in the international labour market pose particular challenges for the human resource management (HRM) function. The global financial crisis of 2008–09 was a good example of a situation in which the HRM function had to provide leadership in managing potential workforce reductions while still attracting and retaining critical talent in order to maintain businesses’ viability. At a time when many organizations internationally were struggling to manage skill shortages (see Rudd et al., 2007), economic uncertainty created a further level of complexity. The Corporate Leadership Council