By Robert M. Emmerichs
Describes a user's consultant for contributors carrying out crew making plans.
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Additional info for An Operational Process for Workforce Planning
As well. The organization changes policies and practices to influence the characteristics of the future 26 An Operational Process for Workforce Planning workforce. But exactly what effect will each change bring about, and what effect will the changes have in combination? Managers generally have little trouble identifying changes to policies and practices because most are attempts to overcome obstacles these managers face daily. But changes are not without costs (not only financial costs but also employees’ resistance, their need for more education, and the initial decline in their productivity).
Others suggest that workforce planning should focus on the difference between the distribution of the characteristic in the current inventory and the future desired distribution, but their approach does not require workforce planners to estimate how the composition of the current workforce will change over time. We argue that workforce planners have two important reasons to evaluate the change in the current workforce composition over time. First, managers generally will have applied policies and practices in the past to respond to existing issues and problems.
5Later in the report, we describe an incremental process to assist these deliberations. 34 An Operational Process for Workforce Planning ganization’s strategic intent (the future desired distribution). The overages indicate the need for human resource management policies and practices to retrain or separate those, for example, in occupations no longer required in the organization or required to a lesser degree than projected to be available (assuming continuation of current policies and practices).