Essay about Human Resource Planning Assignment

1. Ch 1, page 60-61, question 4: What is “evidence based HR”? Why might an HR department resist becoming evidenced based?

2. Give some examples of ethical issues that you have experienced in jobs, and explain how HR did or did not help resolve them.

In 1982, Stonewall employed 135 executives, management and staff at Corporate Office in Mississauga, 20 managers and 200 unionized employees at the Mississauga gypsum plant; 15 managers and 150 employees at the Plastics Division; 10 managers of 100 employees in Montreal; 10 managers and 110 employees in Winnipeg; 25 managers and 275 employees in Calgary; and 8 managers and 83 employees in Vancouver. 50 employees worked in the mines. The total workforce was 1191. The workforce remained stable from the early years of the company’s operations until 1981.

The demand for products and service is important, if the demand for these change for a business it has a affect on human resources because it can affect the level of

You have recently been hired as the HR manager responsible for two separate Ontario locations belonging to Wilson Brothers Limited. You have been asked by the HR Director at the head office in Brandon, Manitoba, to quickly provide a report on any initial HR issues related to Recruitment and Selection, Compensation and Benefits, Health and Safety, Training and Development and Labour and Employee Relations that are affecting or will affect the Cambridge operation and the new plant in Scarborough. The HR Director has made it very clear that Wilson Brothers would like both the Cambridge location and the new plant in Scarborough to remain union-free and are willing to offer very competitive wages and benefits

There are also demand conditions which consist of composition of home demand, size and pattern of home demand, rapid home market growth, and the push or pull of products into foreign and home countries. The overall state of demand conditions heavily influence the preparedness of a company to compete.

As a member of GMFC’s planning Committee, my main responsibility involves issues related to potential unionization and labor costs. Below I have compiled a list of my recommendations for keeping GMFC productive and un-unionized. In order to prevent unionization of GMFC, the firm must address the main reasons why employees create unions in the first place; general dissatisfaction with how management treats employees, unfair pay, lack of benefits, substandard working conditions and overall employee perception that the firm is unfair and unresponsive to employee’s needs and requests. Other ways to inhibit unionization is to address the location of the firm and the number of employees.

While costs need to be cut, CGMS is also concerned with preserving human capital. This is reiterated by Flynn (2009), warning employers to be mindful of prematurely cutting staff, as it can be challenging and expensive finding qualified employees when the economy rebounds.

Define and explain the significance of the term ‘derived demand’ as it applies to Strategic Human Resources Planning. (5 marks)

Organizations and managers in unionized organizations tend to find their flexibility limited in a variety of areas. Everything from wages to working responsibilities are often dictated and set my union representation. For this reason, many organizations have chosen to battle or resist the incorporation of unions within the company. As such, there are a number of strategies and tactics each company can rely upon to help mitigate the inclusion of unions into their corporate board room. Presented is a strategic plan for GMFC to avoid unionization with emphasis on company size, location, wages and benefits, and employee relations issues.

Demand Planning- the combined process of forecasting and managing customer demands to create a planned pattern of demand that meets the firm’s operational and financial goals. Fluctuating customer demand cause operational inefficiencies, such as: Need for extra capacity resources, backlog, customer dissatisfaction, system buffering (safety stock, safety lead time, capacity cushions, etc.)

Human resource management faces many challenges and operates in a constant environment of change. Two of the most important challenges to the role of human resource management in the future is the ability to move to a strategic human resource model and the capacity

A manager must recognize the employees with knowledge and skills and encourage them to use their abilities. Organization and managers should recognize their successful business which this success depends on human capital and

Analysis of Human Resource Management The report starts with the introduction to Human Resource Management (HRM) and the role it has to play within an organisation followed by brief introduction of the chosen organisation for the discussion-McDonald’s Restaurants Ltd. Also, it gives the reasons why this organisation has been chosen. The report presents the key strategic issues and corporate strategy of McDonald’s.

Human Resource Management involves a wide array of functions that encompasses the time from when an employee enters an organization to the time the employee leaves the organization. The specific activities that are involved in HRM include job design and analysis, recruitment, orientation and placement, development and training of the personnel, employee remuneration, and performance appraisal (Aswathappa, 2007: 5). This paper shall focus on three main activities which are recruitment, training, and personnel development. When it comes to recruitment, it is incumbent upon the Human Resource Manager to bring into the workforce, employees that are both wiling and competent to accomplish specific tasks. The work of recruitment goes hand in