This practical book deals with the subjects of Strategic Human Resource Forecasting and Human Resource Planning. It is divided into three main sections: Strategy, Forecasting, Planning and People; the Strategic Human Resource Forecast; and the Human Resource Plan. The book provides guidance on: how to deal with the end-to-end process of HR forecasting and planning; how to persuade my organization to take these models on board and include them in its own strategy-settling process; how to implement the processes; and how to manage them on an ongoing basis.
A collection of original articles by leading practitioners and researchers, this volume examines methods for human resource forecasting and planning to meet the strategic needs of the organization. As the editors note at the outset, changing characteristics of the workforce and new skill demands mean that human resource planning must become an integral part of corporate strategy development and implementation. In order to compete successfully in an era of rapid technological change, organizations must be able to adequately forecast their needs for different types of employees, consider the extent to which current employees have the needed skills, and examine labor force availability. This book describes ways to collect the necessary environmental data and formulate human resource strategies that recognize current and anticipated changes both in the organization and in the environment in which it operates. The volume begins with a discussion of environmental scanning techniques. The contributors demonstrate how to identify environmental trends, including labor force demographics, and how to apply this information to the development of human resource strategies. The second section considers ways to analyze the organization's future human resource needs by examining employee demographics and job attitudes. In Part Three, the contributors describe how organizations formulate human resource strategies in response to environmental trends and organizational goals. The next group of chapters offers examples of the human resource implications of organizational change. This section includes separate chapters on job loss and employee assistance programs and the effects of a corporate merger, as well as two case studies of the relationship between human resource planning and corporate strategic goals. The contributors conclude by describing organizational reactions to changing environments brought about by an aging workforce, work-at-home jobs, new computer and telecommunications technologies, and the increasing cultural diversity of the workforce. Indispensable for human resource managers and corporate planning executives, this book will also be of significant value to researchers and students in human resource and strategic planning programs.
The completely revised and updated new edition of Planning & Managing Human Resources will help you successfully implement the steps of strategic planning for human resources. Learn how to establish a strategic human resources plan that will contribute to your organization's business plan and ensure you outperform your competitors.
Introduction to Business covers the scope and sequence of most introductory business courses. The book provides detailed explanations in the context of core themes such as customer satisfaction, ethics, entrepreneurship, global business, and managing change. Introduction to Business includes hundreds of current business examples from a range of industries and geographic locations, which feature a variety of individuals. The outcome is a balanced approach to the theory and application of business concepts, with attention to the knowledge and skills necessary for student success in this course and beyond. This is an adaptation of Introduction to Business by OpenStax. You can access the textbook as pdf for free at openstax.org. Minor editorial changes were made to ensure a better ebook reading experience. Textbook content produced by OpenStax is licensed under a Creative Commons Attribution 4.0 International License.
Whether your students are HRM majors or general business majors, Human Resource Management: Functions, Applications, and Skill Development, Third Edition, will help them build the skills they need to recruit, select, train, and develop talent. Bestselling authors Robert N. Lussier and John R. Hendon explore the important strategic function HR plays in today′s organizations. A wide variety of applications, self-assessments, and experiential exercises keep students engaged and help them see the relevancy of HR as they learn skills they can use in their personal and professional lives. A Complete Teaching & Learning Package SAGE Premium Video Included in the interactive eBook! SAGE Premium Video tools and resources boost comprehension and bolster analysis and illustrate HRM in action. Watch this video on Culture Shock for a preview. Learn more. Interactive eBook Includes access to SAGE Premium Video, multimedia tools, and much more! Save when you bundle the interactive eBook with the new edition. Order using bundle ISBN: 978-1-5443-2106-6. Learn more. SAGE coursepacks FREE! Easily import our quality instructor and student resource content into your school’s learning management system (LMS) and save time. Learn more. SAGE edge FREE online resources for students that make learning easier. See how your students benefit.
The international best seller Human Resource Champions helped set the HR agenda for the 1990s and enabled HR professionals to become strategic partners in their organizations. But earning a seat at the executive table was only the beginning. Today's HR leaders must also bring substantial value to that table. Drawing on their 16-year study of over 29,000 HR professionals and line managers, leading HR experts Dave Ulrich and Wayne Brockbank propose The HR Value Proposition. The authors argue that HR value creation requires a deep understanding of external business realities and how key stakeholders both inside and outside the company define value. Ulrich and Brockbank provide practical tools and worksheets for leveraging this knowledge to create HR practices, build organizational capabilities, design HR strategy, and marshal resources that create value for customers, investors, executives, and employees. Written by the field's premier trailblazers, this book charts the path HR professionals must take to help lead their organizations into the future. Ulrich is a professor at the University of Michigan School of Business and the author of 12 books and more than 100 articles on the subject of human resources. Brockbank is a clinical professor of business at the University of Michigan School of Business, the author of award-winning papers on HR strategy, and an adviser to top global organizations.
This 8 chapter supplement to grad-level Human Resource Management courses helps students use their financial training to develop an effective human resource strategy. Covers key developments such as: Work teams, downsizing diversity, TQM, strategic alliances, internationalization, also covers the current legal environment in chapter 3.
Strategic human resource management has been taken up by academics, consultants and practitioners alike. However, the integration of human resource strategy with overall business strategy is often easier in theory than in practice. Armstrong's Handbook of Strategic Human Resource Management provides a bridge between theory and practice, and offers a guide both to formulating human resource strategies and to implementing them. Fully updated, this edition incorporates the latest thinking, research and practice on strategic Human Resource Management and contains completely revised chapters on HRM, HR strategy, the formulation and implementation of strategy, roles in strategic HRM and strategic reward. This indispensable book includes coverage of international aspects of strategic human resource management. It also reflects important developments in HR strategies linked with those issues that affect HRM on a day-to-day basis, including human capital management, corporate social responsibility, organization development, employee engagement and talent management. Including a new chapter on organizational effectiveness, Armstrong's Strategic Human Resource Management sets out a strategic framework for HRM; a framework for implementing SHRM in action; and a section on HR strategies. Case studies, checklists, practical examples and a strategic HR toolkit make this book an extremely practical resource for all those who are involved in putting complex strategy into practice in order to effect positive and productive change.
