The document discusses people planning approaches to support an organization's strategy. It outlines general information on people planning, including aims like systematic HR development. It then describes quantitative HR demand planning approaches like using estimations from executives or extrapolating trends. Selection of personnel is also covered, noting methods like analyzing applications, interviews, tests, and assessment centers. Finally, employer branding as a people planning approach is presented, highlighting the goals of creating an attractive employer image and differentiation from competitors.

1. 3 PEOPLE
3a People plans support the organisation‘s strategy
18.10.2010 Tina Grotz

2. OUTLINE
1. General Information
a) Explanation
b) Aims
c) International Relevance
2. Approaches
a) Planning the quantitative HR demand
b) HR Marketing
c) Selection of personnel
3. RADAR – Employer Branding
4. Sources 2

3. 1. GENERAL INFORMATION
A) EXPLANATION
 Managing, developing and releasing the knowledge and
full potential of people
 Plan activties to support policy and strategy
 Effective operation
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4. 1. GENERAL INFORMATION
B) AIMS
1. Systematic, transparent and sustainable HR development
(1)
2. Systematic development of team structures (1, 2)
3. Duty of care for (fellow) employees (1)
4. Use and benefit from skills and knowledges of employees
Short, medium and long-term HR planning (4)
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5.  Cultural differences
 Intercultural communication
 Different education
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1. GENERAL INFORMATION
C) INTERNATIONAL RELEVANCE

6. 2. APPROACHES
A) PLANNING THE QUANTITATIVE HR DEMAND
1. Estimation procedure
 Ask executive professionals for estimation
 Review: check additional demand + approval procedure
easy to apply, universally usable, popular
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7. 2. Planning based on working hours
 Calculation based on the time requirement for fulfilling a
certain quantity of work and the time available per
employee
 Example:
 writing a letter = 6 minutes (0.1 working hours)
 2,400 letters per month
 Monthly working hours per employee = 160 hours
 Total working hours = 0,1 * 2,400 = 240
http://www.wirtschaftswissen.info/bwl/personalwesen/personalbedarfsplanung/methoden-zur-ermittlung-des-quantitativen-personalbedarfs.php
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2. APPROACHES
A) PLANNING THE QUANTITATIVE HR DEMAND
240
160
1.5

8. 3. Extrapolating the trend line
 Numbers of a longer time in the past (tendencies of
development) are applied to future
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2. APPROACHES
A) PLANNING THE QUANTITATIVE HR DEMAND
Only suitable in case of constant production and sales trend

9. 1. External:
 Advertisements about image
 Brochures, views of the company, presentations,
exhibitions, traineeships
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2. APPROACHES
B) HR MARKETING

10. 1. External:
 „Employer Branding“:
“An employer brand […] communicates the company's
culture and values and helps to ensure employees are
passionate about, and fit in with, the organisational
culture to help move the company forward.”
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2. APPROACHES
B) HR MARKETING
http://www.unigrad.com.au/resource-centre/employer-branding.aspx

11. 11
2. APPROACHES
B) HR MARKETING
2. Internal:
 Motivation
 Material incentives
 Immaterial incentives
 Further trainings, career opportunities

12. 1. Requirement/competence profile
 Professional, methodological, social competence and
personal skills
 Implementation:
 Development of competence profile
 Measurement of applicants` competencies
 If necessary development of competencies in the
introduction phase
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2. APPROACHES
C) SELECTION OF PERSONNEL

13. 2. Analysis of application documents
 ABC analysis
 Check of content and appearance
 Complete CV
 References
 Work samples
A-candidates B-candidates C-candidates
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2. APPROACHES
C) SELECTION OF PERSONNEL

14. 3. Job interview
 Flexible, universally usable, affordable
 Unstructured: depends on situation
 structured: guideline with questions and their wording
 Most often: partly structured = guideline with main aspects,
individual development
 For applicant: information, conditions, workplace, get to
know employer, negotiating contract conditions
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2. APPROACHES
C) SELECTION OF PERSONNEL

15. 4. Psychological tests
Psychological
Tests
Personality
Tests
Intelligence
Tests
Performance
Tests
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2. APPROACHES
C) SELECTION OF PERSONNEL

16. 5. Assessment Center
 Observation and assessment of concrete social behaviour
 Realistic and job specific tasks
Advantages:
 Variety of methods
 realistic
 multi-observation
 direct comparison
between all participants
Disadvantages:
 Expensive
 Time-comsuming
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2. APPROACHES
C) SELECTION OF PERSONNEL

17. 3. RADAR
EMPLOYER BRANDING
1. Results
 Image to be an attractive employer
 Clear differentiation from competitors
 Brand promise with functional and emotional advantages
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18. 2. Approaches
 Partnerships with schools and universities
 Scholarships
 Sponsorships of competitions
 Open days, visible production
 Professional representation
 Target-group-specific communication 18
3. RADAR
EMPLOYER BRANDING

19. 3. Deployment / Project Plan
 Plan budget
 Contact Marketing Department for support
 Define target groups
 Choose appropriate employees
 Select first partners in one region, if success expansion
 Partnership conditions, contracts etc.
 Design information material
 Public: homepage, brochures… visit schools,
universities
 Observation/ Assessment
 Continuation/Improvement
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3. RADAR
EMPLOYER BRANDING

20. 20
3. RADAR
EMPLOYER BRANDING
3. Deployment 4. Assessment & Review
+ -
Taster internships Winning encouraged
young workers,
numbers of applicants
time-comsuming
Information events at
schools twice a year
Presentation in a
large region, name
recognition
hard to decide on
which
schools/universities to
choose
Adequate
communication,
training for employees
Delivering right
messages
Definition of adequate,
training = expensive,
time-consuming

21. 3. Deployment 4. Assessment & Review
+ -
Organisation of and
participation in regional
cultural events
Targeting regional
potential customers,
regional loyality
Expensive, maybe not
reaching customers
with contents
Clearly structured and
multilingual homepage,
brochures...
Easy to read and to
remember,
intercultural
Updating process
Corporate culture
 professional
presentation in public
Image, customer
satisfaction surveys
Exhibitions,
information events =
expensive, employees
required
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3. RADAR
EMPLOYER BRANDING

22. 4. SOURCES
 Meinulf Kolb „Personalmanagement“, Gabler Verlag, 1.
Auflage 2008
 Google books: Florian Schuhmacher, Roland Geschwill
„Human Resources Management für die
Unternehmensführung“
 http://bbs-reko.mmbbs.de
 http://www.unigrad.com.au/resource-centre/employer-
branding.aspx
 http://www.wirtschaftswissen.info/bwl/personalwesen/per
sonalbedarfsplanung/methoden-zur-ermittlung-des-
quantitativen-personalbedarfs.php
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23. Thank you for your
attention!
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