This assignment analyzes the human resource planning (HR) efforts of CERA, a company aiming to differentiate itself through high-contact service and innovativeness. The assignment focuses on a pilot HR planning study conducted by Israel Tobin, the HR Manager, and his team. The study involved gathering market data, conducting workshops with managers to translate demand into staffing needs, taking an inventory of current staffing, and analyzing gaps. The analysis reveals challenges in translating demand numbers into staffing, weak information on current employees, and a lack of alignment between strategy and demand estimates. The assignment also explores a second workshop with the Civil Engineering and Planning Divisions, which employed a more structured process, including statistical methods and expert judgments. The process involved forecasting labor demand, analyzing staffing flows, and developing a transition matrix. The assignment requires evaluating the methods used in the pilot HR planning exercise and offering recommendations for improvement, considering key concepts such as forecasting labor demand and supply, and the use of tools like transitional matrices, all within the context of CERA's strategic goals.
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