Week 1 Project

Additional Materials

From your course textbook, Staf�ng Organizations, read the following chapter:

Planning

From the South University Online Library, read the following articles:

Human Resource Planning: Challenges for Industrial/Organizational Psychologists (media/document.pdf?_&d2lSessionVal=RJIxQGtjwcjfbWYoH8PIIksN5&ou=72539)

Planning Human Resource Requirements to Meet Target Customer Service Levels (http://www.thecampuscommon.com/library/ezproxy/ticketdemocs.asp? sch=suo&turl=http://search.proquest.com/docview/1368560762?accountid=87314)

From the Internet, read the following articles:

Cavico, F. J., & Mujtaba, B. G. (2016). The Bona Fide Occupational Quali�cation (BFOQ) Defense in Employment Discrimination: A Narrow and Limited Justi�cation Exception. Journal of Business

Human Resource Planning

HRP is borrowed from organizational strategy and is the foundation for a successful staf�ng process. All staf�ng activities are derived from this plan. There are many external and internal in�uences on this process, which includes organizational strategy, organizational culture, labor markets, and technology.

Organizational strategy drives HRP by identifying the right number of staff based on the goals of the organization as a whole. The strategy gives a big picture of the resources that will be needed to ful�ll the organization’s purpose. Organizational culture is more complicated and nuanced. However, the behavior and attitude of the people who work in an organization will determine the culture and their in�uences on the staf�ng practices.

Labor markets have a major impact on the HRP process. The outlook for labor demand affects the number of jobs that need to be �lled. The supply and the Knowledge, Skills, Abilities, and Other Characteristics (KSAO) level of the labor pool is critical and can affect the availability of applicants and the cost of recruiting. Technology is ever changing and this can in�uence many facets of the planning process, as well.

The basic HRP involves four vital steps: determining future staf�ng requirements, checking future staf�ng availabilities, analyzing the gaps that exist between the two, and developing a strategy that attempts to close these gaps. There are important decisions that must be made before HRP can begin. The strategic planning process of how HRP will be carried out must be made �rst. A time frame should be de�ned for how long into the future planning will extend. Job categories, job levels, roles, and responsibilities should be established at this time. After these initial decisions are complete, forecasting can begin (Heneman, Judge, & Kammeyer-Mueller, 2015).

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Studies Quarterly. 7(4). Retrieved from http://jbsq.org/wp- content/uploads/2016/06/June_2016_2.pdf

Civil Service Branch. (1996). Guide on Developing a HRM Plan. Retrieved from http://www.csb.gov.hk/english/publication/�les/Develop_HRM_Plan_e.pdf

EEOC. (n.d.). Application of EEO Laws to Contingent Workers Placed by Temporary Employment Agencies and Other Staf�ng Firms. Retrieved from https://www.eeoc.gov/policy/docs/conting.html

Harris, M. (2006). EEOC is Watching You: Recruitment Discrimination Comes to the Forefront. Retrieved from http://www.eremedia.com/ere/eeoc-is-watching-you-recruitment-discrimination- comes-to-the-forefront/