Human Resource Planning

The Challenges of Human Resources Management

Principles of Human Resource

Management
16 e

Bohlander | Snell

1–1
© 2013
2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as
permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
 Chapter Objectives
After studying this chapter, you should be able to

LEARNING OUTCOME 1 Define and explain the importance of Human Resource Planning
(HRP).

LEARNING OUTCOME 2 Understand the benefits of conducting HRP.

LEARNING OUTCOME 3 Explain the steps in HRP.

LEARNING OUTCOME 4 Describe the relevance of HRP to other HR activities.

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
2 of 40
36
 Strategic Planning and Human Resources

• Strategic Planning
 Procedures for making decisions about the
organization’s long-term goals and strategies

• Human Resources Planning (HRP)

 Process of anticipating and making provision for the
movement (flow) of people into, within, and out of an
organization.

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
3 of 40
36
 Strategic Planning and HR Planning

• Strategic Human Resources Management (SHRM)

 The pattern of human resources deployments and
activities that enable an organization to achieve its
strategic goals
– Strategy formulation —providing input as to what is
possible given the types and numbers of people
available.
– Strategy implementation —making primary resource
allocation decisions about structure, processes, and
human resources.

1–4
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
4 of 40
36
 The Importance of HRP

• To stabilize the workforce to facilitate implementation of

corporate strategies.
• To obtain and retain the number of people that the
organization needs (skill, expertise, competence).
• To match the internal and external supply of people for
the job openings anticipated in the organization over a
period of time.
• To anticipate the problems of potential surpluses or
deficits of people.
• To reduce dependencies on external recruitment when
key skills in short supply.
• To make the best use of organization’s human
resources.

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
5 of 40
36
 The Importance of HRP

• To develop well-trained and flexible workforce.

• To provide the basis for establishing and maintaining
effective HR programs and for coordinating the various
HRM function.
• When correctly done, HRP can help organization to save
intangible costs.
• To determine what the company’s short and long-term
people needs are.
• To minimize workforce shortage and excess.
• To provide information to assist the company’s hiring and
development actions.

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
6 of 40
36
 Linking Strategic Planning and HRP

• Strategic Analysis
 What human resources are needed and what are
available?
• Strategic Formulation
 What is required and necessary in support of human
resources?
• Strategic Implementation
 How will the human resources be allocated?

Human Resources Strategic

Planning Planning

1–7
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
7 of 40
36
 1–8
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
8 of 40
36
 Step One: Mission, Vision, and Values

• Mission
 The basic purpose of the organization as well as its
scope of operations
• Strategic Vision
 A statement about where the company is going and
what it can become in the future; clarifies the long-
term direction of the company and its strategic intent
• Core Values
 The strong and enduring beliefs and principles that the
company uses as a foundation for its decisions

1–9
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
9 of 40
36
 Step Two: Environmental Analysis

• Environmental Scanning
 The systematic monitoring of the major external
forces influencing the organization.
– Economic factors: general, regional, and global conditions
– Industry and competitive trends: new processes, services,
and innovations
– Technological changes: robotics and office automation
– Government and legislative issues: laws and
administrative rulings
– Social concerns: child care and educational priorities
– Demographic and labor market trends: age, composition,
literacy, and immigration

1–10
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
10 of 40
36
 Step Two: Environmental Analysis (Cont.)

1–11
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
11 of 40
36
 Step Two: Environmental Analysis (Cont.)

Culture Capabilities

Internal
Analysis

Composition

1–12
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
12 of 40
36
 Forecasting: A Critical Element of Planning

• Forecasting involves:
 forecasting the demand for labor
 forecasting the supply of labor
 balancing supply and demand considerations.

1–13
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
13 of 40
36
 1–14
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
14 of 40
36
 Forecasting Demand for Employees

Quantitative Methods

Forecasting Demand

Qualitative Methods

1–15
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
15 of 40
36
 Quantitative Approach: Trend Analysis

• Forecasting labor demand based on an

organizational index such as sales:
 Select a business factor that best predicts human
resources needs.
 Plot the business factor in relation to the number of
employees to determine the labor productivity ratio.
 Compute the productivity ratio for the past five years.
 Calculate human resources demand by multiplying
the business factor by the productivity ratio.
 Project human resources demand out to the
target year(s).

1–16
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
16 of 40
36
 Quantitative Methods

1. Trend Analysis
Forecasting the employment needs is based on study of an
organization past employment needs over a period of years to predict
the future needs.
e.g. sales index.
2. Ratio Analysis
Forecasting is based on ratio such as sales volume and number of
employees needed.
e.g. the achieve sales target, how many employees or salesperson
should do the job. (refer figure 2.5)
3. Correlation Analysis
Forecasting is based on mathematical formula that measures the
degree of association that exist between two or more variables.
 measures the relationship between two items
 if changes in one item will result in changes in the other item
e.g. does 3 employees could complete the task given or more or less
employees? So, the manager or researcher will do some research to
get the answer.

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
17 of 40
36
 Qualitative Approaches

• Management Forecasts
– The opinions (judgments) of supervisors, department
managers, experts, or others knowledgeable about
the organization’s future employment needs.
• Delphi Technique
– Judgments of a pre-selected group of individuals who
are an expert in forecasting the future employment
needs.
– Their opinion are then combined and returned to them
for the second opinion and continuous until they
agreed on a judgments.

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
18 of 40
36
 Qualitative Approaches

• Zero Base Forecasting

– A method for estimating future employment needs
using organization’s current level of employment as
starting point. Frequently any vacancy left is nor filled
and the work is spread out among remaining
employees.
• Bottom Up Approach
– A forecasting method beginning with the lowest
organizational units and progressing upward through
an organization ultimately to provide an aggregate
forecast of employment needs.

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
19 of 40
36
 Forecasting the Supply of Employees:
Internal Labor Supply

• Staffing Tables
• Markov Analysis
• Skill Inventories
• Replacement Charts
• Succession Planning

1–20
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
20 of 40
36
 Forecasting Internal Labor Supply

• Staffing Tables
– Graphic representations of all organizational jobs,
along with the numbers of employees currently
occupying those jobs and future (monthly or yearly)
employment requirements.
• Markov Analysis
– A method for tracking the pattern of employee
movements through various jobs.

2–21 © 2010 South-

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
Western, a part of 21 of 40
36
Cengage Learning.
 Internal Demand Forecasting Tools

• Skill Inventories
 Files of personnel education, experience, interests,
skills, etc., that allow managers to quickly match job
openings with employee backgrounds.
• Replacement Charts
 Listings of current jobholders and persons who are
potential replacements if an opening occurs.
• Succession Planning
 The process of identifying, developing, and tracking
key individuals for executive positions.

1–22
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
22 of 40
36
 Forecasting the Supply of Employees:
Internal Labor Supply

1–23
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
23 of 40
36
 1–24
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
24 of 40
36
 Step Four: Formulating Strategy

• Strategy Formulation
 Moving from simple analysis to devising a coherent
course of action.
• SWOT analysis
 A comparison of strengths, weaknesses, opportunities,
and threats for strategy formulation purposes.
 Use the strengths of the organization to capitalize on
opportunities, counteract threats, and alleviate internal
weaknesses.

1–25
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
25 of 40
36
 Step Four: Formulating Strategy

1–26
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
26 of 40
36
 Step Four: Formulating Strategy

Corporate Business

Formulating
Strategy

Functional – HR alignment

1–27
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
27 of 40
36
 Step Five: Strategy Implementation

• Taking Action: Reconciling Supply and Demand

 Balancing demand and supply considerations
– Forecasting business activities (trends)
– Locating applicants

 Organizational downsizing, outsourcing, offshoring

– Reducing “headcount”

 Making layoff decisions

– Seniority or performance?
– Labor agreements

1–28
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
28 of 40
36
 HRP RESULTS

1. Balance manpower (dd=ss)

2. Surplus of manpower (dd<ss)
3. Shortage of manpower (dd>ss)

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
29 of 40
36
 Managing Labor Surplus

1. Restricted Hiring - Impose policy that is reduces the

workforce by not replacing employees who leaves.
2. Reduced Working Hours - By reducing the number of
working hours worked to hourly paid employees.
3. Early Retirement - Offer attractive retirement package
to encourage them to take up the offer.
4. Layoffs - Termination of workers based on
performance and seniority by using Last In, First Out
(LIFO) method.
5. Downsizing - Implement VSS exercise to get the ideal
number of workers.
6. Work Sharing – Implementing work sharing among
employees and get half paid.

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
30 of 40
36
 Managing Labor Shortage

1. Creative Recruiting - Explore new methods of recruiting.

2. Compensation Incentives - Firms competing for workers in a
high demand situation may have to rely on compensation
incentives. Organization can offer attractive incentives to
attract them to work with the organization such as flexible
working hours, child care center.
3. Training Programs - Giving special training to attract those
who unemployed to work with the organization. It will enable
them to suit with the vacancies.
4. Lowering the Selection Standard - Lowering the employment
standard by altering selection criteria to ensure enough
people are available to fill the vacancies.
5. Hiring Full Time Workers
6. Recalling Laid-Off Workers
7. Overtime
8. Hiring Temporary Workers

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
31 of 40
36
 Step Six: Evaluation and Assessment

• Evaluation and Assessment Issues

 Benchmarking: The process of comparing the
organization’s processes and practices with those of
other companies
 Human capital metrics
– Assess aspects of the workforce
 HR metrics
– Assess the performance of the HR function itself

1–32
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
32 of 40
36
 Problems That Hinder Effective HRP

• Unclear organizational objectives

• Tight labor market (dd and ss is not balanced)
• Lack of HRP understanding by the HRP planner
• Lack of qualified potential candidates
• Lack of support from top/line management
• Lack of commitment from HR Department Staff

©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
33 of 40
36
 Key Terms

Balanced Scorecard (BSC) replacement charts

benchmarking skill inventories
core capabilities staffing tables
core values strategic human resources
cultural audits management (SHRM)
environmental scanning strategic planning
human capital readiness strategic vision
human resources planning (HRP) succession planning
management forecasts SWOT analysis
Markov analysis trend analysis
mission value creation
organizational capability

1–34
©
© 2012
2013Cengage
CengageLearning. All Rights
Learning. Reserved.
All Rights May not
Reserved. Maybe not
copied, scanned,scanned,
be copied, or duplicated, in whole or in
or duplicated, in whole
part, except
or in for useexcept
part, as for use as
permitted
permittedinina alicense distributed
license withwith
distributed a certain product
a certain or service
product or otherwise
or service on a password-protected
or otherwise website for classroom
on a password-protected use.
website for classroom use.
34 of 40
36