STAFFING PLANNING AND ANALYSIS

MANA 4328

Dennis C. Veit

dveit@uta.edu

How many people do we need? Product Demand X Labor Productivity Turnover

Where are they coming from? Internal Labor Market

Existing employees External Labor Market

Potential employees

HR Staffing and Analysis

Forecasting Labor Requirements

Total labor requirements Productivity and FTE employees Scheduling and shifts High volume / traffic times

Internal Labor Market• An internal survey of Houston Police Department officers

eligible for retirement in 2010 found that 534 plan to leave that year - a 300% increase over recent years that translates into 1 in 10 officers.

External Labor Market CVS disclosed in its annual report that it was forced to cut

pharmacy hours in 2010 due to lack to qualified pharmacists.

Forecasting Labor Requirements

Airlines are preparing for a major shortage of pilots and are trying to hire more of them to meet the demands of the next decade.

The airline industry is looking to hire 65,000 pilots by 2012 — including 12,000 this year.

Washington Times 8.20.07

How do they predict pilot demand in 2012?How do they know pilots will be in short supply?What is driving the shortage of pilots?Can anything be done today?

Forecasting Labor Requirements

How many pilots to we need?Commercial air travel has grown 8 percent in the past five years, from 683 million passengers per year in 2001 to 740 million in 2006, and the FAA expects that number to jump to 1.2 billion passengers by 2020.

What determines supply of pilots? Training pipeline for new pilots Retirements (mandatory retirement at age 60) After 9/11, many of the 10,000 pilots who were furloughed opted to

take early-retirement packages, change professions or sought jobs with international carriers.

What is driving the shortage of pilots? Competition from overseas carriers Competition from U.S. carriers U.S. military needs

Trend Analysis of HR Demand

1997 $2,351 14.33 164

1998 $2,613 11.12 235

1999 $2,935 8.34 352

2000 $3,306 10.02 330

2001 $3,613 11.12 325

2002 $3,748 11.12 337

2003 $3,880 12.52 310

2004* $4,095 12.52 327

2005* $4,283 12.52 342

2006* $4,446 12.52 355

BUSINESS LABOR = HUMAN RESOURCES

FACTOR PRODUCTIVITY DEMANDYEAR (SALES IN THOUSANDS) (SALES/EMPLOYEE) (NUMBER OF EMPLOYEES)

*Projected figures

Forecasting Supply of Employees

Markov Analysis Skill Inventories Replacement Charts Succession Planning

Markov Analysis for a Retail Company

Replacement Charts

“Vacancy Factor”

Indicates how many persons it takes to fill a position for a single shift, taking into account vacation, sick leave, training days, and other types of leave.

1. Total the number of days-off for all dispatchers including days off per week, vacation, sick time, training days etc.

2. Divide the total by the number of employees to obtain an individual average days-off per employee.

3. Subtract the above figure from 365 (days in a year) to estimate the average "days-on” per employee.

4. Divide 365 by the above number to obtain the vacancy or factor. 911 call centers average between 1.4 to 1.7.

Job Analysis

Systematic process for collecting information on the important work-related aspects of a job. Job Analysis is the systematic process of determining the skills, duties, and knowledge required for performing the job in any company

1. Work activities – what the worker does, how and why these activities are conducted.

2. Tools and equipment used in performing work activities.3. Context of the work environment, such as work schedule or

working conditions.4. Requirements for performing the job – KSA’s.

Job Analysis Methods

1. Gather job information

2. Analyze job information

3. Validate job information Survey job incumbents Managers Subject Matter Experts (SME’s)

Job Analysis Methods

1. Gather job information Job documents Interviews: Critical Incident Technique Questionnaires:

Functional Job Analysis Position Analysis Questionnaire Task Inventory Analysis (KSA matrix)

Observation: Motion studies Diaries: Time studies

Job Analysis Methods

2. Analyze job information Create task statements

Action verbs Concise summary

Create KSA’s or job qualifications

O*NET

Occupational Information Network

Database of worker attributes and job characteristics.

http://online.onetcenter.org/

Task Statements

Characterize activities with action verbs. Tasks have identifiable beginnings and endings. Identifiable outputs or consequences. Mean the same thing to all respondents. Non-trivial but complete. What the worker does, how they do it, to who or

what and why?

KSA’s Defined

Knowledge: A body of information (typically of a factual or procedural nature) that required for successful completion of a task.

Skill: An individual’s level of competency or proficiency in performing a specific task. Usually be expressed in numerical terms.

Ability: A more general, enduring trait or capability an individual possesses when he or she first performs a task.

KSA’s Defined

Knowledge: Various engineering fields and terms. DOT regulations

Skills: Typing 50 words per minute without error. Basic PC operations including email.

Abilities: Writing and edit business correspondence. Interviewing clients for marketing information.

Competency Models

“Core Competencies” for sustainable competitive advantage.

More general descriptions that cut across many categories of jobs.

Integrated with selection, training, and performance management.

Competencies Behavioral indicators Validation

Competency Models

Why use competency models?

Why avoid competency models?

Competency Models

Why use competency models? Flexibility Integration Cultural fit

Why avoid competency models? Vague Less defensible

II. Succeeding Through People

Valuing people: Demonstrates respect for others regardless of personal background.

Commitment to Development: Develop own and others’ capabilities to better meet organizational needs.

Professionalism: Demonstrates candor, composure, and commitment to obligations in work relationships.

Empowerment: Delegates or accepts responsibility to expand own capabilities to take appropriate risks and make decisions.

Influence: Uses appropriate methods to motivate others.

Team orientation: Accepts the team approach and takes necessary action to support its processes and goals.

I. Achieving Competitiveness

Customer Focus: Aggressively monitors and anticipates customer requirements and responds to them in an appropriate manner.

Business Focus: Strategically monitors business performance and environment to enhance competitive position.

Innovation and Change: Actively seeks out new ideas and displays creativity in adapting to changing conditions.

Results Orientation: Demonstrates the drive and persistence to meet and exceed job goals for self or other.

Analysis and Planning: Uses critical thinking to solve problems and develop effective work plans.

Systems Thinking: Improves and integrates business process to meet organizational strategic goals.

Technical / Functional Expertise: Demonstrates, enhances, and shares job-related knowledge and skills.

WHY DO PEOPLE LEAVE!

Desirability of Leaving: Job “Dis” Satisfaction Shock in new job (Cultural difference) “Lack of” Career progression Ethical questions??

Labor Market: Labor markeet conditions Human Capital (education and training Job Offers

Analyzing Turnover:

Diagnosing retention problems: Active: Employee surveys Active Exit Interviews Passive: Research and HRIS Data mining

HOW MUCH IS TOO MUCH TURNOVER? Depends on the Organization Depends on the position

Honda Values

3. Leadership: Acting as a credible professional who responds to questions honestly and advises others in a candid, straightforward manner; showing respect for all individuals; conveying consistent principles and values based on mutual trust.

4. Interpersonal Skills: Demonstrates good use of conflict resolutions and persuasion; builds constructive and effective relationships.

5. People Management: Creates a climate that fosters personal commitment and excellence; promotes collaboration and teamwork.

6. Challenging Spirit: Positive approach to problems; accepts accountability; champions new ideas and initiatives.

13. Communication: Listening to and comprehending oral communications; presents written information in a clear and organized manner; asks relevant questions to verify and gain additional understanding.

Honda Values

3. Leadership: Acting as a credible professional who responds to questions honestly and advises others in a candid, straightforward manner; showing respect for all individuals; conveying consistent principles and values based on mutual trust.

4. Interpersonal Skills: Demonstrates good use of conflict resolutions and persuasion; builds constructive and effective relationships.

5. People Management: Creates a climate that fosters personal commitment and excellence; promotes collaboration and teamwork.

6. Challenging Spirit: Positive approach to problems; accepts accountability; champions new ideas and initiatives.

13. Communication: Listening to and comprehending oral communications; presents written information in a clear and organized manner; asks relevant questions to verify and gain additional understanding.