Human Resources Strategy and Change: Essentials of Workforce Planning and Controlling

2016 ◽  
pp. 1343-1373
Author(s):  
Christian Weiss
Keyword(s):  
Human Resources ◽  
Workforce Planning

Assigning People as Number One Priority

2011 ◽  
pp. 193-210
Author(s):  
Walid El Ansari
Keyword(s):  
Human Resources ◽  
Workforce Planning ◽  
Social Problem Solving ◽  
Careful Consideration ◽  
Funding Agency ◽  
Research Partnerships ◽  
Community Assets ◽  
Disadvantaged Communities ◽  
Common Purpose ◽  
Multiple Challenges

Notions of the “expert patient,” user choices about where care is provided and by whom, and enhanced understanding between patients and healthcare workers for continuity of care all have implications for workforce planning and human resources. Modern health systems and care require a range of patient and community inputs if they are to be relevant for their users. However, partnering with disadvantaged communities for such purposes is not an easy undertaking. Such partnership efforts need to be premised on a participatory approach and face multiple challenges. Given the range of the stakeholders involved, the sharing of turf, risks, and resources that are usually part of such efforts requires careful consideration of all the partners. Further, there is always the possible exhaustion of the communities from being repeatedly over-researched, as well as the frequently encountered initial lack of trust between partners-to-be who have not previously collaborated. In such circumstances, the sharing of assets and a focus on enhancing the mutual capacities for a common purpose needs to be spelled out clearly from the start. Notwithstanding these and other challenges, over the past decade partnerships have become a frequent requirement for government and funding agency assistance. Research partnerships that incorporate community assets and values are among the defining approaches to social problem solving, where partnering has become the fundamental and strategic component of efforts aimed at promoting community health.

Trends and Issues in Strategic Human Resources Management

2020 ◽  
pp. 17-41
Author(s):  
Abraham Pius ◽  
Husam Helmi Alharahsheh ◽  
Saikou Sanyang
Keyword(s):  
Human Resources ◽  
Planning Process ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Technological Advancement ◽  
Future Planning ◽  
Strategic Human Resources ◽  
Current Trends ◽  
Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

scholarly journals Organizational Change and The Human Resource Challenges in Facing Technology Development

2020 ◽  
Vol 5 ◽  
pp. 00010
Author(s):  
Theda Renanita ◽  
Fathul Himam
Keyword(s):  
Information Technology ◽  
Human Resources ◽  
Performance Management ◽  
Work Performance ◽  
Technology Development ◽  
Employee Performance ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Use Of Technology ◽  
Management Roles

Technology continues to advance. This development began during the hunting era, followed by the agricultural era, the industrial era, and the era of information technology. In Indonesia, most organizations are still adjusting to the process of adopting information technology in organizational activities. The purpose of this article is to discuss the situation that is being experienced by organizations in Indonesia, as well as the human resources management (HRM) strategies used in facing this technology change. The results of this study show that organizations in Indonesia are changing as a result of technology adoption. These changes include changes in how and where employees work, changes in management roles, changes in occupation as well as business changes. Changes in various areas can affect employee performance. That being said, in managing human resources, HRM plays an important role. In carrying out its role, HRM must be able to integrate technology into its activities such as in selection and recruitment, learning and development, performance management, organizational effectiveness, compensation and payroll systems as well as workforce planning strategies. This study provides insight into the changes being experienced by the organization and how the role of HRM changes in response to the use of technology in improving work performance.

Trends and Issues in Strategic Human Resources Management

2022 ◽  
pp. 35-54
Author(s):  
Abraham Pius ◽  
Husam Helmi Alharahsheh ◽  
Saikou Sanyang
Keyword(s):  
Human Resources ◽  
Planning Process ◽  
Human Resources Management ◽  
Workforce Planning ◽  
Technological Advancement ◽  
Future Planning ◽  
Strategic Human Resources ◽  
Current Trends ◽  
Strategic Human Resources Management

The key function of human resources will continue to play a key role in the process of firms' future planning. The chapter has highlighted, discussed, and explored key activities at the strategic levels of human resource management and planning including introductory comments and definitions of current understanding of HRM, the flexible firm, HRM planning and its benefits, HRM planning at the strategic levels, the role of individuals within their wider teams and organisations, and the development of technological advancement and its reflection in the planning process for HRM leading to further embedding of virtual aspects and activities. Furthermore, the chapter also included current practices of outsourcing and different key stages of workforce planning. The chapter aimed to enhance application by providing several practical discussions and case studies reflecting current trends in HRM at a strategic level.

Expanding the Boundaries of Healthcare Human Resources Planning

2011 ◽  
pp. 1-20
Author(s):  
Christopher L. Pate ◽  
Nancy M. Leahy ◽  
Leonard Leos
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Healthcare Delivery ◽  
Workforce Planning ◽  
Healthcare Services ◽  
Resources Management ◽  
Human Resources Planning ◽  
Healthcare Settings ◽  
Human Resources Managers ◽  
Resources Planning

Human resources are central to healthcare services, yet leveraging these resources to meet strategic operations and operational outcomes can present challenges to leaders and human resources professionals because of the complex and dynamic nature of healthcare delivery. Although the traditional roles of human resources management are necessary in supporting an organization in meeting its goals, economic, strategic, and cultural considerations are becoming increasingly important to human resources management and workforce planning in healthcare settings. This chapter presents several features of these different lenses to assist human resources managers in developing a holistic view of human resources planning in health care.

Assigning People as Number One Priority

2012 ◽  
pp. 134-151
Author(s):  
Walid El Ansari
Keyword(s):  
Human Resources ◽  
Workforce Planning ◽  
Social Problem Solving ◽  
Careful Consideration ◽  
Funding Agency ◽  
Research Partnerships ◽  
Community Assets ◽  
Disadvantaged Communities ◽  
Common Purpose ◽  
Multiple Challenges

Notions of the “expert patient,” user choices about where care is provided and by whom, and enhanced understanding between patients and healthcare workers for continuity of care all have implications for workforce planning and human resources. Modern health systems and care require a range of patient and community inputs if they are to be relevant for their users. However, partnering with disadvantaged communities for such purposes is not an easy undertaking. Such partnership efforts need to be premised on a participatory approach and face multiple challenges. Given the range of the stakeholders involved, the sharing of turf, risks, and resources that are usually part of such efforts requires careful consideration of all the partners. Further, there is always the possible exhaustion of the communities from being repeatedly over-researched, as well as the frequently encountered initial lack of trust between partners-to-be who have not previously collaborated. In such circumstances, the sharing of assets and a focus on enhancing the mutual capacities for a common purpose needs to be spelled out clearly from the start. Notwithstanding these and other challenges, over the past decade partnerships have become a frequent requirement for government and funding agency assistance. Research partnerships that incorporate community assets and values are among the defining approaches to social problem solving, where partnering has become the fundamental and strategic component of efforts aimed at promoting community health.

Strategic Workforce Planning for Health Human Resources

2016 ◽  
Vol 48 (3-4) ◽  
pp. 93-99 ◽  
Author(s):  
Andrea Baumann ◽  
Mary Crea-Arsenio ◽  
Noori Akhtar-Danesh ◽  
Bonnie Fleming-Carroll ◽  
Mabel Hunsberger ◽  
...  
Keyword(s):  
Health Care ◽  
Human Resources ◽  
Workforce Planning ◽  
Nursing Workforce ◽  
Full Time ◽  
New Nurses ◽  
Health Care Settings ◽  
Health Human Resources ◽  
New Hires ◽  
Study Hospital

Background Health-care organizations provide services in a challenging environment, making the introduction of health human resources initiatives especially critical for safe patient care. Purpose To demonstrate how one specialty hospital in Ontario, Canada, leveraged an employment policy to stabilize its nursing workforce over a six-year period (2007 to 2012). Methods An observational cross-sectional study was conducted in which administrative data were analyzed to compare full-time status and retention of new nurses prepolicy and during the policy. The Professionalism and Environmental Factors in the Workplace Questionnaire® was used to compare new nurses hired into the study hospital with new nurses hired in other health-care settings. Results There was a significant increase in full-time employment and a decrease in part-time employment in the study hospital nursing workforce. On average, 26% of prepolicy new hires left the study hospital within one year of employment compared to 5% of new hires during policy implementation. The hospital nurses scored significantly higher than nurses employed in other health-care settings on 5 out of 13 subscales of professionalism. Conclusions Decision makers can use these findings to develop comprehensive health human resources guidelines and mechanisms that support strategic workforce planning to sustain and strengthen the health-care system.

A continuous-time optimal control model for workforce planning considering human resource strategies (HRS)

Kybernetes ◽  
2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alireza Pooya ◽  
Morteza Pakdaman ◽  
Shila Monazam Ebrahimpour
Keyword(s):  
Optimal Control ◽  
Human Resources ◽  
Human Resource ◽  
Continuous Time ◽  
Workforce Planning ◽  
Solution Procedure ◽  
Control Model ◽  
Content Type ◽  
Proposed Model ◽  
Time Optimal

Purpose This paper aims to present a continuous-time workforce planning model in which workforce flow occurs in terms of internal and external recruitment considering human resource strategies (HRS). The proposed model is a linear optimal control model in which promotions occur by inside appointment and outside employment of the system considering a cost leadership or a differentiation strategy and whether organizations have an internal or an external recruitment orientation. In other words, in the model and its solution procedure, this paper could determine any arbitrary function for the demand of the workforce with each HRS. Design/methodology/approach The proposed model contains five main sections, namely, applicants, newcomers, workforce who are doing sensitive-simple jobs, expert workforce and supervisors (or managers) that have a different orientation in different HRS. Each of these sections has a target value that this paper tries to attain it by applying appropriate control variables, such as recruitment, layoff, degradation, promotion and retirement. To reach this purpose, this paper formulated an optimal control problem using a linear system transition equation with a quadratic cost function. Findings Based on the proposed model, it was found that the optimal control model can interpret the managerial aspects. This model could be useful for different firms with different types of workforce demands. This paper has tried to have a comprehensive view of different flows of the workforce in an organization that concern to workforce planning. Originality/value Despite the considerable amount of research published, and the importance of following a human resources strategy from organizational strategy, in the knowledge, there is no comprehensive study dedicated to human resources strategy and workforce planning by optimal control models for workforce planning.

Diversity: A Principie of Human Resource Management

1998 ◽  
Vol 27 (2) ◽  
pp. 175-185 ◽  
Author(s):  
Audrey Mathews
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Workforce Planning ◽  
Human Resource Managers ◽  
Resource Managers ◽  
Strategic Plans ◽  
Management Function ◽  
Human Resources Managers

As more and more organizations implement diversity initiatives, personnel and human resource managers play increasingly significant roles. This arriele explores some of the challenges personnel and human resources managers face implementing diversity. It discusses strategies personnel and human resources managers are employing to address the need for diversity and suggests methods to implement diversity as a principie of human resource management (HRM). These strategies include processes such as diversity audits to identify organizational problems, aligning workforce planning with strategic plans, benchmarking personnel/human resources practices and positioning diversity as a top-level management function. The arricie also examines the benefits of flex management, partnering with management, and educating and training managers/line supervisors to effectively manage diversity.

Automation in Recruitment: A New Frontier

2018 ◽  
Vol 8 (2) ◽  
pp. 118-125 ◽  
Author(s):  
Pooja Gupta ◽  
Semila F. Fernandes ◽  
Manish Jain
Keyword(s):  
Artificial Intelligence ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Workforce Planning ◽  
Process Automation ◽  
Recruitment Process ◽  
Innovative Methods ◽  
New Frontier ◽  
Talent Acquisition

The case is about the urge for improving the processes and utilizing technologies available in market for Human Resource Management Services especially in recruitment. The dilemma in the case is whether the company should opt for automation or not. And if the company is adopting automation to support workforce planning and recruitment functions, is the company ready for the same. The HR industry at large is aware of the challenges faced by the recruitment teams in terms of the various hiring functions involving sales engine, sourcing, interviewing, providing offers, post offer follow-ups and finally joining and induction. To address this challenge, the case touches on instituting a culture change by embracing technology into divisions which are not yet open to adopting innovative methods. The company is looking at incorporating Artificial Intelligence in its various processes. It is also looking at Robot Process Automation to perform standard HR functions in the recruitment process. The company must decide whether to implement automation and if it does, how it should be executed. The case also debates on whether technology would increase the effectiveness of talent acquisition function and bring a change in the administrative HR image or would this automation-led hiring take away the control from the company human resources?

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