HR Information, Analysis and Planning

HR Information, Analysis and Planning [FP 21]

Information on Company Dynamics

The human ‘resource’ is not just another resource. Recording data about HR strategy is not just another business statistic. HR data is partly hard in the sense of manpower flows, but it is also soft in the sense of organisational dynamics - the culture and relationships and processes that define how the organisation works. In future, how can the human resource planner measure the dynamics, the soft data, and thereby inform the business strategists throughout the company?

This report covers:

the use of factual manpower data as a practical tool to assess organisational change
an insight and understanding of "empowerment"
measure such soft data in order to assess this kind of post-modernist change.

Les Prosser, Head of Manpower & Pay Analysis at Midland Bank, looked at the Manpower Planner's Contribution to Measuring the Future. He distinguished the facts from myths ~ women in management ~ the effects of: decentralising, modernising, changing culturally, better qualified management, compressed age distribution ~ the future impact of part-time flexible working, higher percentages of professional and skilled people, a more qualified workforce, more women in management, more graduates, more flexible careers.

Measuring the Soft Data of the Future

This report then addresses the "new company dynamics": the rate of change within companies ~ the effect on human resources ~ forces within and external to companies that are interrelated and affecting each other ~ individual perceptions ~ how to can we measure this soft data and turn it into useable information.

[T15a ~ 1994 ~ 3pps]

Analysing Career Plans

What is career planning? The problems & solutions for: changing organisation structures ~ changes in the market ~ technology ~ changing groups with influence.

Employee expectations and career development philosophies ~ structured framework for career management ~ manpower system example ~ TSB Case Study ~ old and new staffing structures.

[T2 ~ 1990 ~ 4pps]

Managing Costs - Absence

Les Prosser, Head of Manpower & Pay Analysis, Midland Bank:

setting up automated sickness recording
the use of management information
individual and organisational action.

The Importance of Managing Sickness ~ costs ~ how much is avoidable? ~ the way data is captured and analysed ~ flexibility of working arrangements ~ working environment ~ city v local ~ relationship with turnover ~ job satisfaction ~ job content ~ counselling ~ attendance bonuses etc.

[T5 ~ 1991 ~ 7pps]

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