Strategic Human Resources Planning, 7th Edition PDF by Monica Belcourt and Mark Podolsky

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Strategic Human Resources Planning, Seventh Edition

By Monica Belcourt and Mark Podolsky

Strategic Human Resources Planning, 7th Edition

Contents:

About the Series xxi

About the Authors xxii

Preface xxiii

Acknowledgments

Chapter 1 Strategic Management 1

Chapter Learning Outcomes 1

Strategic Management at The Bay 2

A Need for Strategic HRM 2

Strategy 3

Strategic Types 6

Corporate Strategies 6

Business Strategies 10

The Strategic Planning Process 11

  1. Establish the Mission, Vision, and Values 11
  2. Develop Objectives 14
  3. Analyze the External Environment 15
  4. IdentifY the Competitive Advantage l 5
  5. Determine the Competitive Position 18
  6. Implement the Strategy 19
  7. Evaluate the Peiformance 19

Benefits of Strategy Formulation 20

Summary 21

Key Terms 22

Discussion Qyestions 22

Exercises 23

Case Study: Loblaw Companies Ltd. 23

References 26

Chapter 2 Aligning HR with Strategy 2 9

Chapter Learning Outcomes 29

HR Structure at Johnson and Johnson 30

Strategic HRM 30

Theories of the Strategic Management of Human Resources 31

HRM Making Strategic Contributions 3 l

The Contingency Perspective 32

Behavioural Theory 34

Strategic HR Planning 35

The Importance of Strategic HR Planning 36

Improved Goal Attainment 36

Linlcing HR Processes to Strategy 37

Corporate Strategy Leads to HR Strategy 38

HR Competencies Lead to Business Strategy 43

Reciprocal Interdependency Between HR Strategy

and Business Strategy 43

HR Becomes a Business Partner 43

Strategic Partnering 44

Becoming More Strategic 45

HR Strategy Differentiation 46

Characteristics of an Effective HRM Strategy 46

Focus on Results 48

Summary 49

Key Terms 49

Discussion Qiestions 4 9

Exercises 4 9

Case Study: Linking HR Practices to Performance 50

References 51

Chapter 3 Environmental Influences on HRM 55

Chapter Learning Outcomes 55

Environmental Scanning at GM 56

Introduction 56

Environmental Scanning Sources and Methods 57

Sources of Information 58

Methods of Forecasting 61

Competitive Intelligence 6 l

Challenges in Environmental Scanning 62

Isolating the Critical from the Insignificant 62

Environmental Factors 62

Economic Climate 63

Globalization 64

Political and Legislative Factors 65

Technological Factors 65

Demographic Factors 67

Social and Cultural Factors 69

Stakeholders 70

Responding to External Factors 72

A Proactive Approach 73

Summary 76

Key Terms 76

Discussion Qyestions 76

Exercises: Scenario Planning 7 6

Case Study: Worl<-Life Family Balance 77

References 78

Chapter4 The HR Forecasting Process 80

Chapter Learning Outcomes 80

Workforce Planning in Canada 81

What Is HR Forecasting? 81

The Strategic Importance of HR Forecasting 81

Increasing Organizational Flexibility 83

Ensuring a Close Linkage to the Macro Business

Forecasting Process 83

Ensuring That Organizational Requirements Take Precedence

Over Issues of Resource Constraint and Scarcity 85

The Value of Human Capital to the Firm 86

Generic Human Capital 86

Firm-Specific Human Capital 86

Human Capital Stock and Flows 86

Key Human Capital Analyses Conducted by HR Forecasters 88

Strategic Forecasting 88

The Forecasting Process 90

Forecasting Methods 91

Environmental and Organizational Factors Affecting HR Forecasting 94

HR Forecasting Time Horizons 94

Reconciling Net HR Requirements 97

Institute HR Programs and Policies 97

Summary 97

Key Terms 99

Discussion Qyestions 99

Exercise 99

Case Study: Forecasting for Home Support Workers 100

References 101

Chapter5 Deten11ining HR Demand 103

Chapter Learning Outcomes 103

Increase in Uncertainty Around the Demand for Labour

in Canada 104

Forecasting Demand 104

Certainty in Forecasting 105

Volume and Complexity of Available Data 105

Qyantitative Methods 106

Trend/ Ratio Analysis 106

Time Series Models 108

Regression Analysis 109

Structural Equation Modelling 117

Qyalitative Forecasting Techniques 117

Management Survey 117

Scenario Planning 119

Delphi Technique 121

Nominal Group Technique 123

HR Budgets/ Staffing Tables 124

Combining Qyantitative and Qyalitative Methods 126

Simulation 127

Summary 129

Key Terms 129

Discussion Qyestions 129

Exercise: Scenario Planning 130

Case Study: Ontario Power Generation 131

References 132

Chapter6 i\scertaining HR Supply 135

Chapter Learning Outcomes 135

Aboriginal People: A Growing Labour Source 136

In troduction 136

Segmen ting the Internal Supply of Human Capital 137

HR Supply Programs 140

The Role of Employers in Influencing Supply 140

Other Labour Pools l 40

Influence of Government Programs 141

HR Retention Programs 142

Methods for Modelling the Supply of Human Capital 144

Skills and Management Inventories 144

Markov Models 14 5

Linear Programming and Simulation 14 9

Movement Analysis 150

Vacancy Model 152

Substitution and Other Gap Strategies 154

Managing the Bullwhip Effect 156

Summary 157

Key Terms 157

Discussion Qiestions 158

Exercise 15 8

Case Study: HR Planning at M&K 159

References 161

Chapter 7 Succession Management 165

Chapter Learning Outcomes 165

Succession Management at Edwards Lifesciences 166

Importance of Succession Management 166

NEL

Evolution of Succession Management 168

Broader Focus 168

Time Horizon 169

Talent Pools l 6 9

Rating System 171

Succession Management Process l 72

Summary 188

Key Terms 18 9

Discussion Qyestions 189

Exercises 189

Case Study 1: The People Development Framework at Ford of Canada 190

Case Study 2: Executive Succession Management Program at Emend

xiv

Management Consulting 192

References 194

Chapter 8 Information Technology for HR Planning 198

Chapter Learning Outcomes 198

Software for HR Planning 199

IT and HRM 199

New Service Delivery Models 200

Web-based HR 200

Enterprise Portals 201

Self-Service 201

Different Solutions for Different Needs 201

HRIS 202

Specialty Products 203

Enterprise Solutions 203

Big Data 203

Types of Big Data 204

The Five Pillars of Big Data 205

Artificial Intelligence and Machine Learning 206

Ethics and Big Data 206

HR Metrics and Workforce Analytics 207

Maximizing the Benefits of HR Metrics 210

Other Aspects of IT for HR Planning 212

Workforce Management and Scheduling 212

Forensic Reporting 213

Ensuring Data Security 213

Evaluating HR Technology 214

Conduct a Needs Analysis 214

Summary 215

Key Terms 215

Discussion Qyestions 216

Exercises 216

Case Study: Sustaining Talent with Strategic Workforce Planning

Software at the Energy Resources Conservation Board 217

References 218

Chapter9 Change Management 220

Chapter Learning Outcomes 220

Can HR Lead Change? 221

Why Is Organizational Change Important? 221

The Increasing Pace of Change 222

Societal, Industrial, and Organizational Levels of Change 222

Models of Organizational Change 223

Organizations as Open Systems 223

The Importance of Feedback 224

Single-Loop Learning 224

Double-Loop Learning 225

The Generic Model of Change 226

Recognizing the Need for Change and Starting the Process 226

Diagnosing What Needs to Be Changed 226

Planning and Preparingfor Change 227

Implementing the Change 229

Sustaining the Change 230

The Planned Model of Change 231

Field Theory 232

Group Dynamics 233

Action Research 234

Three-Step Model 235

Development of the Planned Change Approach 237

Emergent Change 238

Chaos Theory and Emergent Change 23 9

Organizational Learning 241

Strategic HR and Change 245

Summary 247

Key Terms 247

Discussion Qyestions 247

Exercises 24 7

Case Study: Change at Tiger Boots 248

References 250

Chapter 10 Downsizing and Restructuring 253

Chapter Learning Outcomes 253

Downsizing: A Thing of the Past? 254

The Downsizing Phenomenon 254

Defining Downsizing and Restructuring 255

W’hy Do Organizations Downsize? 257

The Downsizing Decision and the Sears Closure 258

Alternatives to Downsizing 259

The Future of Work 260

Artificial Intelligence and job Loss 260

The Amazon Effect 262

Inplacement and Outplacement Issues 262

Some Ethical Considerations 263

Planningfor Downsizing 264

Adjusting to job Loss 264

The “Survivors” of Downsizing 266

Perceptions of justice 267

Survivor Reactions 268

Impact on the ”Downsizers ” 26 9

Financial Performance and Downsizing 269

Consequences of Downsizing 271

Downsizing Strategies 273

Strategic Downsizing 273

Effective and Ineffective Approaches 274

The “New Deal” in Employment and the Psychological Contract 274

Labour Relations Issues 276

Summary 277

Key Terms 277

Discussion Qyestions 277

Exercises 278

Case Study: A Downsizing Decision at the Department of Public Works 278

References 280

Chapter 11 Strategic International HRM 287

Chapter Learning Outcomes 287

The Would-Be Pioneer 288

Introduction 288

Key Challenges Influencing HR Practices and Processes

Within an International Context 289

Workforce Diversity 289

Employment Legislation 289

Security 289

Strategic International Human Resources Management 290

The Domestic Stage and Strategy 291

The Multidomestic Stage and Strategy 291

The Multinational Stage and Strategy 291

The Global Stage 292

Key HR Practices and Processes Within an International Context 293

International Assignments 293

Purposes of International Assignments 293

Types of International Assignments 2 94

International Human Capital Demand and Supply 295

  1. Labour Market Data 297
  2. External Human Capital Demand and Supply 298
  3. The Environment 298
  4. Flexible Labour Strategies 2 9 8

International Recruitment and Selection 299

Recruitment 299

Selection 301

Pre-Assignment Training 302

Post-Assignment Activities 304

Repatriation 304

Career Development 305

Labour Relations 307

Summary 308

Key Terms 308

Discussion Qyestions 309

Exercises 3 09

Case Study: Dangerous Assignments 310

References 311

Chapter 12 Mergers and Acquisitions 315

Chapter Learning Outcomes 315

Big Is Beautiful 316

Mergers and Acquisitions 316

Definitions 316

The Urge to Merge 318

Strategic Benefits 318

Financial Benefits 320

Management Needs 321

Merger Methods 321

The Success Rate of Mergers 322

Financial Impact 322

Impact on Human Resources 324

Cultural Issues in Mergers 325

HR Issues in M&As 330

HR Planning 3 31

Selection 3 3 5

Compensation 336

Peiformance Appraisal 337

Training and Development 337

Labour Relations 337

Evaluation of Success 338

Summary 339

Key Terms 339

Discussion Qyestions 33 9

Exercise 3 3 9

Case Study: Molson Coors and Acquisitions 340

References 341

Chapter 13 Outsourcing 345

Chapter Learning Outcomes 345

Outsourcing at Canadian Banks 346

Outsourcing 346

Outsourcing HR Functions 346

The Rationale for Outsourcing 349

Financial Savings 349

Strategic Focus 3 51

Advanced Technology 352

Improved Service 352

Specialized Expertise 352

Organizational Politics 3 5 3

Benefits to Canada 353

Risks and Limitations of Outsourcing 353

Projected Benefits versus Actual Benefits 3 54

Service Risks 354

Employee Morale 354

Security Risks 3 5 6

Reduced Value 3 5 6

Management of Outsourcing 357

Selecting the Vendor 357

Negotiating the Contract 359

Monitoring the Arrangement 360

Policy Options to Limit Outsourcing 362

Summary 362

Key Terms 362

Discussion Qyestions 362

Exercise 363

Case Study: Outsourcing at Texas Instruments Canada 363

References 363

Chapter 14 HR Assessment and Analytics 367

Chapter Learning Outcomes 367

Keeping Score with the Scorecard 368

Workforce Analytics 368

The Importance of Evaluating HRM 369

Resistance 3 70

Rationale 3 71

The SC Model of HRM Impact 373

Compliance 373

Client Satisfaction 3 73

Culture Management 377

Cost Control 379

Contribution 3 81

How HR Contributes to Organizational Performance 381

Financial Measures 381

Measures of Managerial Perceptions of Effectiveness 383

Approaches to Measuring HRM Practices 384

Cost-Benefit Analysis 3 84

Utility Analysis 3 85

Benchmarking 386

The HR Scorecard 388

Measuring the Worth of Employees 389

Universality of Best Practices 3 90

Separation of Cause and Effect 392

Successful Measurement 393

Reporting to Boards of Directors and Shareholders 396

The Future of HR Analytics 3 96

Summary 398

Key Terms 398

Web Linl<s 398

Discussion Qyestions 3 9 8

Exercise 3 99

Case Study 1: Talent Management and Workforce Analytics at Frito-Lay 399

Case Study 2: Measuring Culture to Support Growth at CMA 400

References 401

Glossary 407

Index 412

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