Section Threeprocess to reflect needs for growth or contraction, which is
dictated by the company’s strategic plan. Starting with the top
of the job hierarchy, the human resource planner can work
downward through each job category, in a stepwise manner, to
determine the number of employees that must be promoted
from the lower classifications and the flow policies that will be
needed to supply such numbers. For example, in addition to
promotion rates, needs for external hiring can be identified, as
well as needs for training programs for specific job categories
predicted to have shortages.^69
Renewal models also can be run with different specifications of
promotion rates so that their differential impacts can be
determined. The models also can be run with different attrition
rates and other planning assumptions. Additionally, renewal
models can be applied to specific populations, such as
minorities and females, so that a company’s future affirmative
action status may be forecasted.^70