Chapter 5 Notes

Chapter 5 Notes: Planning and Policy Development TERMINOLOGY Core Competency – a central or important capacity of an organization Demand – the amount of resources needed by an organization Forecasting- involves making the best possible judgment about some future event Human Resource Information System (HRIS) – technological system used to collect, store, and retrieve employee data Human Resource Planning – a process that attempts to maintain appropriate staffing levels of qualified employees to achieve organizational objectives (supply and demand). Efficient and effective human resource planning means efficient use of resources and implementation of systematic strategies to meet objectives. Business objectives are translated into skills and abilities needed to achieve specific job requirements to meet the demands in the future business environment. Labor Market Analysis – process of monitoring external staffing sources, considering the unemployment rate, characteristics of the labor force, and local training programs Organizational Capacity – ability of an organization to pursue and maintain a competitive advantage for the products and services it offers Planning – process of determining organizational objectives and selecting a future course of action Policy – a general statement that serves to guide decision making Procedure – a guide to action usually to achieve a specific purpose Rule – specifies what is required Skill Inventories – collect and consolidate basic information about all of the organization’s employees Standing Plans – used repeatedly in managerial situations that recur Strategic Human Resource Management – the linking of the human resource management strategic goals and objectives in order to improve business performance and develop organizational culture Strategic planning – process of determining strategic objectives and actions needed to achieve the organization’s mission

Succession Charts – list key positions and display information on their incumbents and the readiness of different candidates for promotion to the position Succession Planning- process by which one or more candidates are identified for key posts. It is allows for a broader candidate search, faster decisions, and allows for the auditing of a talent pool. Succession planning fosters a corporate culture as a group of people share key skills, experiences, and values seen important to the organization Supply – the amount of resources available to an organization

ACTIVITIES LEADING TO CORE COMPETENCIES 1. 2. 3. 4.

Shared problem solving Integrating new technologies Importing knowledge Experimenting

HUMAN RESOURCE SHOULD UNDERTAKE STRATEGIC PLANNING 1. 2. 3. 4. 5.

To meet future staffing needs To cope with change To attract high talent workforce To remain competitive To help satisfy equal employment opportunity

HUMAN RESOURCE PLANS ARE CONTINUOULY CHANGING BECAUSE 1. 2. 3. 4.

Required knowledge, skills, and abilities may change Technology changes Supply: Workforce availability shifts Supply: Retention of workforce varies with strategies for recruitment, retention, transfer, retirement, and termination 5. Demand: Changes in the environment, workforce, or organization

PLANNING IN LOCAL GOVERNMENT 1. External Relations: Planning is an open process in government. External relations have strong input into the governmental planning process. Very political. Governmental planning efforts receive much more media coverage than do private sector. 2. Management Responsibility: Managers must deal with constituents (internal and external) demand in additional to planning and evaluation of their program. In government, making services available takes precedence over cost efficiency. 3. Budgeting: Budgets tied to political and not strategic issues. Governmental budgeting cycles require a greater lead time than private sector. There is a greater emphasis on contingency planning. 4. Human Relations: Governmental employees may have constitutional rights that private sector employees do not have. Governments often have a monopoly on services performed. Key individuals may be in a position to manipulate planning efforts. NEED FOR PLANNING IN LOCAL GOVERNMENT 1. Strategic planning is relatively new to local government but has proved to be highly effective. 2. The public demand for better services pressures government to focus on results. 3. Ethical, legal, and environmental issues pressure government to be more socially responsible. 4. Integration of information systems becomes more important as governments deal with fragmented and outdated systems. LATENESS Problems arise when employees are often late arriving for work or returning from lunch. Their work may not get done on a timely basis, or they may put extra burdens on coworkers. It is important for supervisors and employees to know organizational policies on lateness. Supervisors must alert employees with a lateness problem to the problems they create and any possible penalties. APPLICABLE REGULATIONS:  Fair Labor Standards Act (FLSA) Most employees arrive at work on time, or even early. Some don’t even use their full lunch break. Others, however, have problems starting work on time. They have a variety of reasons, from tough commutes to personal responsibilities, from a poor sense of time to simply not feeling that their arrival time makes much difference.

Being late on occasion with a good reason is not a problem. But it is important that employees know they are responsible for working a full day and meeting their responsibilities to co-workers and the customer or public as the case may be. Frequent lateness puts burdens on others, so let employees know policies and take action before lateness problems get out of hand. Be sure to communicate policies on lateness. Be consistent. Ask for and respond to any questions. Let it be know that the hours of work must apply to everyone. POLICIES ON LATENESS SHOULD INCLUDE:     

What time work begins How long past that time is considered late How to schedule and report planned and unplanned late arrivals How may late arrivals and are permitted per year What disciplinary steps may apply to excessive or chronic lateness

EXPLAIN WHY IT IS IMPORTANT TO BE ON TIME  Make sure hours worked are equal to wages received  Demonstrate that a job is a serious commitment  Respect the time and needs of others EXPLAIN HOW PAY POLICIES APPLY TO LATENESS  Hourly employees are paid only for time actually worked  Exempt employees wages for lateness may not be docked (FLSA Regulations)  Employers may ask exempt employees to make up time missed due to lateness. KEEP RECORDS OF EMPLOYEE LATENESS  Keep time records, (recording sheets or time clocks)  Lateness records are valuable if disciplinary steps are needed  Attendance should be noted in employee records and performance appraisals TALK PRIVATELY WITH EMPLOYEES WHO ARE OFTEN LATE  Point out number of times they have arrived late. Note impact on work and on others  Ask for a explanation of frequent lateness  Listen closely to employee’s response to help plan next steps TRY TO HELP EMPLOYEES RESOLVE PROBLEMS THAT CAUSE LATENESS

 Work starting time may conflict with some employee’s family or commuting schedules  An employee may wait to leave for work until children are picked up for school  The bus or train schedule may force the employee to arrive very early or somewhat late  The employee may have a medical problem that requires early morning treatment SHOW UNDERSTANDING OF THE EMPLOYEE’S CONFLICTS RESTATE THE IMPORTANCE OF WORKING HOURS THAT ARE FAIR TO THE ORGANIZATION, COWORKERS, AND CUSTOMERS EXPLORE SCHEDULE MODIFICATINO THAT COULD FIT YOUR POLICY AND ELIMINATE THE LATENESS PROBLEM  Look at flextime, job sharing, or telecommuting if these options are applicable  See if the employee could start and leave a little later to better fit a train or bus schedule EXPLORE BEHAVIOR MODIFICATION THAT COULD IMPROVE THE EMPLOYEE’S ON-TIME ARRIVAL  Encourage the employee to set his or her watch ahead or buy a LOUD alarm clock TAKE DISCIPLINARY STEPS IF NECESSARY  Follow progressive disciplinary steps  Be sure the situation calls for discipline  Be sure you are aware of any reasons for lateness and the employee’s understanding of the problem  Apply discipline consistently USE POSITIVE REINFORCEMENT TO ENCOURAGE AND REWARD BEING ON TIME  Tell on-time arrivals you notice and appreciate their promptness (include in performance appraisal)  Credit employees who improve their on-time performance  Consider group rewards when everyone is consistently on time and working hard