Every organization has to deal with planning of the appropriate level of human resources over time. The workforce is not always aligned with the requirements of the organization and it increases an organization’s budget. A literature review reveals that there is no model that can systematically predict accurate human resource required within a complex organization. To address this gap, a human resource predictive model was developed based on material requirements planning (MRP). This approach accounts for complexity in workforce planning and generalized it with a logistic regression model. The model estimates the employee turnover number and forecasts the expected remaining headcount for the next time period based on employee information such as; age, working year, salary, etc. Moreover, external variables and economic data can be utilized to adjust the estimated turnover probability. This model also suggests the possible internal workforce movement in case of in-house manpower imbalance.

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In a competitive environment, how enterprises keep their advantages is becoming more and more significant. From many theoretical and practical researches, employees seem to be the key resource in a working place, which means to have a proper worker in a right position. However, some enterprises do not have a great understanding of making a good use of human resource to make things go smoothly and effectively. Thus this essay emphasizes on the issue of Manpower Inventory by interviewing eight enterprises. I analyzed the results from these eight enterprises to obtain the similarities and dissimilarities of using Manpower Inventory, like background, purpose, and goal. I hope this research will be a useful reference for all the enterprises. I highlighted the major points below: 1. These eight enterprises have different backgrounds and purses but all are willing to have a change to make a good use of human resource by using Manpower Inventory. 2. Manpower Inventory can be distinguished into regularity and particularity. The former one means to put manpower inventory in routine, in other words, to have manpower inventory regularly. The later, particular inventory will be brought up when the organization probably needs it. 3. Quantity inventory depending on the qualities of employees has different inventory means. Generally speaking, however, multi-index is the better method. Skill inventory is supposed to have some related aids to promote workers¡¦ special skills. 4. Manpower Inventory is connected with working achievement, resigning improper employees and promoting proper employees, to make the company stay strong and effective. Adjusting by the entire environment is the key to gain effects. 5. Manpower policy depends on the predictable produce. When the shortage of employees happens in a short term, asking for more hours working, taking shift turns or having helpers from outsider, can solve the problem. On the other hand, when a company has a quilter business, some workers might be asked to have days off without getting paid or even be let go. 6. Human resource department is supposed to follow the future development and find the solutions for the predictable problems. However, planning cannot always follow the changes. Being flexible and having well communication, therefore, will be the best way to untangle unexpected problems and achieve manpower inventory plan.

Requirement and supply projections for dentists Aim of the study. To prepare requirement and supply projections for dentists in Lithuania for the next decade. Objectives. 1) To evaluate the changes in number and distribution of dentists in Lithuania in 1993-2004; 2) To evaluate the drop out from undergraduate studies of students of the Faculty of Odontology of Kaunas University of Medicine; 3) To evaluate the retention in profession of dental graduates of Faculty of Odontology of Kaunas University of Medicine; 4) To determine the requirement for dentists until 2015; 5) To forecast supply of dentists for the next decade. Methods. While estimating the number and distribution of dentists in Lithuania the data of Lithuanian Health Information Centre were analyzed. While estimating the distribution of dentists by age and gender in Lithuania the data of Health Care and Pharmacy Professionals Licence Registry were analyzed. While estimating the drop out from undergraduate studies and retention in the profession, cohort analysis of the matriculates of Faculty of Odontology of Kaunas University of Medicine was carried out. The requirement for dentists was evaluated by carrying out the Delphi survey. Supply of dentists was projected using computer simulation model by J. Dewdney. Results. In 1993-2004 the number of dentists per 10 thousand population increased from 5.3 to 6.6 in Lithuania. There were 2272 dentists in Lithuania in 2004. Only one third of them were working in districts... [to full text]

Yes / Aim This aim of this scoping review was to undertake a detailed review of the pertinent literature examining strategic workforce planning in the health and social care sectors. The scoping review was tasked to address the following three questions: 1. How is strategic health and social care workforce planning currently undertaken? 2. What models, methods, and tools are available for supporting strategic health and social care workforce planning? 3. What are the most effective methods for strategic health and social care workforce planning? Methods The scoping review utilised the five-stage scoping review framework proposed by Arksey and O’Malley (2005). This includes identifying the research question; identifying relevant studies; study selection; charting the data and collating, summarizing, and reporting the results. The search included a range of databases and key search terms included “workforce” OR “human resource*” OR “personnel” OR “staff*”. Relevant documents were selected through initially screening titles and s, followed by full text screening of potentially relevant documents. Results The search returned 6105 unique references. Based on title and screening, 654 were identified as potentially relevant. Screening of full texts resulted in 115 items of literature being included in the synthesis. Both national and international literature covers strategic workforce planning, with all continents represented, but with a preponderance from high income nations. The emphasis in the literature is mainly on the healthcare workforce, with few items on social care. Medical and dental workforces are the predominate groups covered in the literature, although nursing and midwifery are also discussed. Other health and social care workers are less represented. A variety of categories of workforce planning methods are noted in the literature that range from determining the workforce using supply and demand, practitioner to population ratios, needs based approach, the utilisation of methods such as horizon scanning, modelling, and scenario planning, together with mathematical and statistical modelling. Several of the articles and websites include specific workforce planning models that are nationally and internationally recognised, e.g., the workload indicators of staffing needs (WISN), Star model and the Six Step Methodology. These models provide a series of steps to help with workforce planning and tend to take a more strategic view of the process. Some of the literature considers patient safety and quality in relation to safe staffing numbers and patient acuity. The health and social care policies reviewed include broad actions to address workforce planning, staff shortages or future service developments and advocate a mixture of developing new roles, different ways of working, flexibility, greater integrated working and enhanced used of digital technology. However, the policies generally do not include workforce models or guidance about how to achieve these measures. Overall, there is an absence in the literature of studies that evaluate what are the most effective methods for strategic health and social care planning. Recommendations The literature suggests the need for the implementation of a strategic approach to workforce planning, utilising a needs-based approach, including horizon scanning and scenarios. This could involve adoption of a recognised workforce planning model that incorporates the strategic elements required for workforce planning and a ‘one workforce’ approach across health and social care.

L'affectation des patients aux soignants et le séquencement des visites à effectuer par les soignants sont deux problématiques intéressantes observées dans les établissements de soins décentralisés tels que les établissements d'HAD (Hospitalisation à Domicile), de SSIAD (Soins et services infirmiers à Domicile) ou de MAD (Maintien à Domicile). Le premier problème consiste en effet à décider quels soignants fourniront quels services (visites) à quels patients, tandis que le second vise à déterminer la séquence de visites de chaque soignant. Du point de vue de la modélisation, ces deux problèmes peuvent être résolus par une approche séquentielle qui comprend deux étapes ou une approche simultanée. Bien que les résultats de l'approche simultanée soient plus précis en raison de la résolution des problèmes d'affectation et de routage en même temps, son application semble être peu adaptée à des situations réelles, souvent de grande échelle. Dans cette thèse, nous nous concentrons sur l'approche en deux étapes qui considère successivement le problème d'affectation (assignment) et de séquencement (routing) afin de comparer ses performances à celles obtenues par l'approche simultanée. Ainsi, plusieurs variantes de modèles mathématiques sont développées en tenant compte de : (1) la compatibilité de compétences entre les patients et les opérateurs, (2) périodes de planification uniques ou multiples, (3) contraintes au niveau des capacités disponibles des soignants. Le verrou scientifique au niveau de l'approche en deux étapes concerne essentiellement l'estimation de la durée des déplacements des soignants, estimations qui sont nécessaires pour résoudre le problème d'affectation. A cette fin, nous proposons une méthode utilisant des données empiriques basée sur la technique de régression de Kernel (Kernel Regression Technique) permettant d'estimer les durées de déplacement. Cette méthode utilise des données historiques sur les durées de déplacement qui intègrent plusieurs facteurs réalistes concernant les conditions cliniques des patients et les conditions géographiques, ou encore les préférences personnelles des soignants afin d'estimer la durée nécessaire pour visiter un ensemble de patients situés dans la zone de service donnée. Des études numériques basées sur des données réelles en provenance d'un établissement d'HAD italien sont réalisées pour analyser les performances de la méthode d'estimation proposée. Les résultats obtenus montrent que cette nouvelle méthode d'estimation ainsi que l'approche en deux étapes sont des approches prometteuses pour traiter des problématiques de planification de ressources humaines dans les établissements d' HAD, SSIAD ou MAD. / The care givers' assignment and routing problems are relevant issues for Home Health Care (HHC) service providers. The first problem consists of deciding which care givers will provide services to which patients, whereas the second aims at determining the visiting sequences of care givers. From a modelling perspective, these problems can be solved with either a two-stage approach or a simultaneous approach. Although the currently most known simultaneous approach yields more accurate results by solving the assignment and routing problems at the same time, its resolution remains computationally difficult and not viable for large scale applications. In this thesis, we focus on the two-stage approach that sequentially solves an assignment and a routing problem in order to compare its performances to those of the simultaneous approach. Hence, several variants of mathematical models are developed by taking into account: (1) the skill compatibilities between patients and operators; (2) single or multiple planning periods; (3) imposed or released operator capacity restrictions. An important point regarding the two stage approach concerns the estimation of care givers' travel times that are required to solve the assignment problem. For this purpose, we propose an empirical data-driven method that is based on the Kernel Regression technique to estimate travel times. Such a method uses care givers' historical travel times that integrate several realistic factors such as cared patients' clinical conditions and locations or care givers' personal preferences to estimate the time necessary for visiting a set of patients located in the HHC service area. Numerical studies based on realistic problem instances are used to analyze the performances of the proposed data-driven travel time estimation method and the two-stage approach. Results obtained show that both the newly developed travel time estimation method and the two-stage models are promising approaches for the HHC human resource planning process.

The purpose of the research was to test Walker's assertion that the human resource planning process of an organization is influenced by selected organizational characteristics, and to investigate Walker s typology for implementing and evaluating human resource planning systems. Chapter I introduces the research topic and provides a justification for the study. Chapter II describes the methodology and presents the findings. Chapter III analyzes the findings. The final chapter summarizes the findings and offers conclusions drawn from the research.

Magister Administrationis - MAdmin / This study focuses on the human resource planning challenges of the Department of Library and Information Services in the City of Cape Town. In line with this focus the study seeks to determine the way in which the human resource planning strategies of the City of Cape Town impacts on departmental effectiveness and service delivery output of the Department of Library and Information Services. The study further endeavours to determine what the human resource planning processes in the Department of Library and Information Services entails as well as whether human resource planning in the Department of library and Information Services takes the external environment into account. The study is qualitative and employs a case study approach in order to reveal the reality of the situation. Structured questionnaires and the researcher’s observations were utilised to gather the research data whilst books, journal articles and government policies and documents were extensively consulted during the course of the study. The research findings indicated that the Department of Library and Information Services lacks a comprehensive human resource plan. Talent management and succession planning is not formally practised in the department and the work place skills plan of the department is not run optimally. The fact that the department is classified as an unfunded mandate also contributes to the current human resource environment in the department. It is recommended that the COCT involves the DLIS in its human resources policy formulation processes.

La pénurie de personnel enseignant qualifié constatée dans les écoles québécoises depuis plus d’une décennie serait engendrée par de multiples facteurs dont un manque d’attraction de la profession enseignante, un grand nombre d’abandons de la formation initiale, le décrochage enseignant, l’augmentation des effectifs scolaires et des difficultés rencontrées par les Centres de services scolaires (CSS) pour combler des postes vacants en enseignement dans un contexte où la pénurie de main-d’œuvre bat son plein dans divers secteurs économiques au Québec. Des études menées antérieurement ont cherché à comprendre cette situation de pénurie du point de vue de l’enseignant et de celui des établissements scolaires. Cependant, peu de recherches québécoises, voire aucune, n’ont étudié le phénomène sous l’angle de la planification stratégique des ressources humaines au palier intermédiaire. Ainsi, dans la présente recherche, nous avons entrepris d’analyser un corpus de 13 documents stratégiques élaborés par trois CSS francophones entre 1998 et 2022 afin de répondre à la question suivante : quelles actions ont été planifiées dans ces documents pour assurer la disponibilité des ressources humaines en enseignement ou pour contrer la pénurie de main-d’œuvre en enseignement ? Nous avons également cherché à connaître, par entretien semi-dirigé, les points de vue des planificateurs ou gestionnaires des ressources humaines sur les liens qui pourraient exister entre les pratiques de planification des RH en enseignement et la pénurie des personnes enseignantes actuelle. L’analyse documentaire nous a permis de produire une compréhension de la pénurie de personnel enseignant au Québec, en mettant en évidence des facteurs potentiels du phénomène dans des pratiques de planification ainsi que des tendances résidant dans ces pratiques durant la période de référence susmentionnée. Ainsi, dans les documents stratégiques des trois CSS, nous avons identifié neuf activités d’attraction, 11 activités de rétention et quatre activités de développement professionnel. Considérées généralement comme des pratiques en raison de leur transversalité et leur fréquence d’apparition dans une période de référence, elles constituent un cadre d’analyse empiriquement construit de la planification des RH en enseignement dans les CSS. À la lumière des écrits scientifiques recensés, il est justifié d’avancer que l’absence ou la négligence de ces pratiques dans les processus de planification et de mise en œuvre des actions relatives à la gestion du personnel enseignant, pourrait, en quelque sorte, contribuer à créer ou à renforcer des situations de pénurie de personnel enseignant qualifié dans les trois CSS et d’autres. Pour prévenir ces situations, nous formulons cinq recommandations à l’attention à la fois des décideurs, des planificateurs, des gestionnaires, et des chercheuses et chercheurs. En outre, pour dépasser une des limites de cette recherche, à savoir un corpus documentaire exclusivement basé sur des plans stratégiques et d’autres documents accessibles, il serait utile d’y ajouter les documents produits et utilisés à l’interne par les CSS dans l’évaluation et la planification des besoins de personnel enseignant. Enfin, il est souhaitable de s’entretenir avec un plus grand nombre de planificateurs et gestionnaires des CSS afin de recueillir plus d’informations sur les pratiques réelles de planification. Cela permettrait de mettre en lumière des pratiques gagnantes de certains CSS transférables et applicables dans d’autres. / The shortage of qualified teachers observed in Quebec schools for more than a decade is attributed to multiple factors, including lack of attraction of the teaching profession, large numbers of dropouts from initial teacher education programs, teacher dropout, increased school enrollment and difficulties encountered by School Service Centers (SSC) to fill vacant teaching positions in a context where the labor shortage is in full swing in various economic sectors in Quebec. Previous studies have tried to understand this situation of shortage from the point of view of teachers and schools. However, little or no research in Quebec has studied the phenomenon from the perspective of strategic human resource planning at the middle level. Thus, in this research, we undertook to analyze a corpus of 13 strategic documents drawn up by three French-speaking SSCs between 1998 and 2022 in order to answer the following question: what actions were planned in these documents to ensure the availability of human resources in teaching or to counter the shortage of qualified teachers? We also sought to know, by semi-directed interview, the points of view of the planners or managers of human resources on the links which could exist between the planning practices of HR in education and the current shortage of teachers in Quebec schools. The documentary analysis allowed us to produce an understanding of the shortage of teaching staff in Quebec, by highlighting potential factors of the phenomenon in planning practices as well as trends residing in these practices during the reference period. Thus, in the strategic documents of the three SSCs, we identified nine attraction activities, 11 retention activities and four professional development activities. Considered mostly as practices because of their transversality and their frequency of occurrence in a reference period, they constitute an empirically constructed framework of analysis of the planning of HR in education in the SSCs. Considering the scientific literature surveyed, it is justified to suggest that the absence or neglect of these practices in the planning and implementation processes of actions relating to the management of teaching staff could, in a way, contribute to creating or reinforcing situations of shortage of qualified teaching staff in the three SSCs and others. To prevent these situations, we formulate five recommendations for the attention of decision-makers, planners, managers, and researchers. In addition, to overcome one of the limitations of this research, namely a documentary corpus exclusively based on strategic plans and other accessible documents, it would be useful to add the documents produced and used internally by the SSCs in assessing and planning teaching staff needs. Finally, it is desirable to interview a larger number of SSC planners and managers to gather more information on actual planning practices. This would help highlight the winning practices of certain SSCs that can be transferred and applied in others.

Thesis (MPA.) -- University of Limpopo, 2002 / Refer to document