Megan Sandven 

Discussion 2

COLLAPSE

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Human resource planning identifies current and future human resources needs for an organization to achieve its goals. HR planning is an essential connection between HR management and the overall strategic plan of an organization. Strategic human resource management combines strategic planning and HR planning which enables an organization to achieve its strategic goals. The article titled “5 Critical Steps to Future Proofing Your Human Resources Strategy” determined the steps to be 1) assess your current workforce, 2) create employee development plans, 3) create a succession plan, 4) perform a gap analysis and 5) decide if/how to increase resources for the future. By following the steps, the company can best prepare themselves for their future demand. 

HRP is the process of anticipating and providing for the movement of people into, within, and out of an organization which is why the gap analysis is key. The process helps managers organize their human resources as effectively as possible, strategically utilizing their talents to accomplish the organization's goals. Some useful information that HR managers could also evaluate is the job outlook of the position they are planning to fill. Job outlook is defined as a forecast of the change in the number of people employed in a particular occupation over a set period. This is valuable information for not only job seekers but HR managers as well.  If the career's projected job outlook is expected to grow much faster than average, human resources might have more of a challenge to fill the position because demand is higher for those specific skilled professionals. In order to meet future staffing needs, both articles discussed the importance of planning ahead. 

Skilled professionals are one of the most important assets to a company which is why planning ahead for when the employee retires, leaves, etc. is key. It’s not easy to fill the position of someone who may have been with the company for years. Companies need plenty of time to plan for their future demands. 

The second article discussed how within the gap analysis, an organization evaluates its gaps and determines what actions it can take to close those gaps. Traditionally, the actions entailed recruiting, development and transition, but with modern predictive technology, the article states how an organization can model the prospective impact of potential interventions in HR policies and talent management actions. Fortunately, technology is extremely useful and somewhat eses the process. Many companies rely on the strategic human resource planning which is why it is so critical to an organization’s success.  

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William Dorda 

Discussion Board # 2

COLLAPSE

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Due to the fact that an entire generation will soon be reaching retirement age there is an incredible amount of collective knowledge, skills, abilities, and experiences that will also be retiring along with them. Due to this organizations that rely heavily on skilled professionals, “knowledge workers”, and management will especially be affected. For these organizations to not be negatively impacted by this they need to sooner than later dedicate time and resources into formulating a plan for a smooth transition. Many of these organizations are not aware of the position that they are currently in and are not planning for the future since they seem to be more focused on the now. 

            Traditional forecasting methods have not been reliable or accurate with predicting the actual future needs of an organization. There are five critical steps that can help an organization prepare for the future that seem to be much more effective than traditional methods. 

            First, the current workforce needs to be assessed where their knowledge, strengths, skills, education, etc. are identified and compiled for comparison and planning. Second, employee development plans need to be created where business goals are considered, employees need to be interacted with more to find out their actual skill levels as well as their aspirations within the organization, the skills that the employees need to acquire need to be identified so they can be given more training if needed, an action plan needs to created so there is no impact on the organization during this transition, and the new skills need to be applied within the organization while there is still others with more experience around to offer feedback. Third, a succession plan needs to be created where critical roles are identified in addition to what employees could possibly be able to fill them. Fourth, a gap analysis needs to be performed where the current resources are compared to the future needs of the organization so adjustments can be made. Lastly, the organization needs to decide how to increase resources in the future if applicable by assessing if the current staff posses the skills and abilities needed to accommodate the transition and/or growth. 

The biggest mistake that most managers make is being in the now. A lot of people in these positions are busy with life as well as working a good amount of hours so they have tunnel vision and mainly seem to focus on the current state of their organization. This can cause major issues later on down the road when all of sudden no one knows how to properly and effectively contribute to the success of their employer when in actuality their lack of planning ended up having a negative chain reaction of events that could eventually be the demise of that organization.  

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Using R,

1. Create a linear model to represent the coefficients for the objects fw2 and fwe data. Use the Summary command to show the results of the simple regression analysis.

2. Obtain the confidence intervals for the linear models created in step 3 for the for the fw2 and fwe data.

3. Use the fitted() command to extract the model fitted values for the linear models created in step 3 for the for the fw2 and fwe data.

4. Using the resid() command, obtain the residuals for the linear models created in step 3 for the for the fw2 and fwe data.

fw2

fwe

2