HR Planning 5
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Transcript of HR Planning 5
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Kiattisak Sampaongern
HR Manager/CPAC
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Today Discussion
HR Management and Business Strategy Change & Competitive Challenge
HR Management and Business Strategy
Manpower Planning Process Manpower Analysis
Manpower Forecast Demand/Supply
Action Plan
Manpower Planning Management Recruitment
Development Employee Shortage/Surplus
Key Take Away/Q&A
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21st Century is the era of Change
All thing in this world are impermanent. They
have the nature to rise and pass away. To be in
harmony with this truth bring true happiness
Buddhist Chant
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Top Ten Most popular Career2006
Network system analysis Physicians analysis
Medical Assistants
Medical Records and Health Information
Technicians Software Engineer
Physical Therapist Aides
Fitness Trainer
Database Administrators
Veterinary Technicians
Dental Hygienists
Source : www.alec.co.uk
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Top Ten Decline Career in 2014
Stock Clerk File Clerk
Post Officer
Secretaries except legal , medical , executive
Administrative support Call Center Staff
Door to door sales
Purchasing Officer
Computer Operator HR Officer
Source : www.bls.gov
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Increasing globalization()
Emergence of new competitors()
Changing customer demands()
Shortened product life cycles()
Heightened environmental concerns()
Increasing regulatory demands()
Forces of Change
Joseph M. Ryan, Ph.D. Wharton School
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What do customers want?
Speed
Right at the first time
High standard
performance
Passion and experience
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Strategic Management Process
Mission Goal
ExternalAnalysis
InternalAnalysis
HumanResourcesNeeds-Skill
-Behavior-Culture
Strategic
Choice
HumanResourcesPractices
HumanAction
OrganizationPerformance
Source : Human Resources Management 3rd edition
Gaining a competitive advantage
HumanCapability
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HRM Strategy
Vision
Internal / External Manpower Planning Selection Process
Salary Bonus
Welfare Benefit
Performance appraisal Potential evaluation Talent Assessment
Compensation
ManagementPerformanceManagementSuccession plan
Promotion Job assignment
CareerPlanning
Learning Training Development
Development Retire Early Retire Termination Employee relation
Retire & Retain
Manpower Planning
Mission Biz ResultLeadership
HumanCapability
Culture
BusinessProcess
Competency
Change
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Change
Globalization
Global Competitor
Global Mindset
Technology Change
Learning OrganizationKnowledge Base Economy
Talent
Performance Mgt.
Development Plan
Competitiveness
Vision/Mission
KPIs Competency
HRD link to business result
Value/CultureOrganization
Technology/Skill
Business Result
HRM Process
Succession Plan
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How to CreateHigh Performance Organization?
How people are serve organization target?
(...) How talents are selected ?
(...) How to motivate people ?
(..) How people are developed ?
(...) How to retain people ?
(...)
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A goal without a plan is
just a wish.Antoine de Saint-Exupery
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Manpower Planning Process
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MANPOWER PLANNING
process ofprocess of identifyingidentifying andand respondingresponding toto organizationalorganizational
needsneeds and charting new policies, systems, and programsand charting new policies, systems, and programs
that will assure effective human resource management underthat will assure effective human resource management under
changing conditions in the futurechanging conditions in the future
gettinggetting the right peoplethe right people
atat the right placethe right place
onon the right timethe right time
www.icb.cau.edu.cn
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Purpose of Manpower Planning
Recruitment Gaps
Training and Development
Staff Costings
Redundancy
Collective Bargaining
Accommodation
www.ulst.ac.uk
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Developing a work unit Activity Analysis
Raw Input
What material, data andinformation are needed?
Equipment
What special equipment,facilities and systems areneeded?
Human Resources
What knowledge , skill andattribute are needed?
Activity
What task are required inthe production?
Output
What product ad serviceis provide?How is the outputmeasured
Source : Human Resources Management 3rd edition
Gaining a competitive advantage
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Manpower Analysis
Employee Profiles
Productivities Index
Manpower demand and supply Head count
Skill required
Manpower forecast
Future demand
Future supply Internal / External
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Sample : Employee Profile
., 66.51%
., 11.52%
., 7.72%
., 1.07%
, 1.60%
, 0.07%
, 0.73%
, 10.79%
Function
,
7%
, 7%
, 10%
,
42%
, 1%
,
7%
, 2%
,
16%
,
8%
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Sample : Productivities Index
80.00
90.00
100.00
110.00
120.00
13
0.
00
140.00
150.00
160.00
2003 2004 2005 2006 2007 2008
Sales/Head Volume/Head Salary/Head Manpower
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Forecasting Future Demand (1)
Requires looking at:
Skills required
To achieve Business Targets (Goals,
Design, Culture)
Assess skills available Vs Required
Predict how many people required
Skills will depend on: Timescale
Nature of Org. activities
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Need assessment process
Personanalysis
Organizationanalysis
Taskanalysis
Source : Human Resources Management 3rd editionGaining a competitive advantage
Who need training?
In what do theyneed training?
What is the context?
ReasonLegislationLack of basic skill
Poor performanceNew technologyNew productNew jobCustomer requestHigher performance
OutcomeWhat trainee need tolearn
Who receives trainingType of trainingFrequency of trainingTraining or otheroption such jobredesign
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Forecasting Future Demand (2)
Techniques Used to Forecast Demand:
1 Systematic Techniques
Time series or ratio trend analysis
Work-study approach Productivity trend analysis
2 Managerial Judgement
3 Combined Approach (1+2)4 Working back from costs
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Forecasting Supply - Internal
Involves identifying/acknowledging the
existing staff employed by an organisation
department by department grade by grade
Involves:
Skills Audits
Predicting Staff Turnover
Internal promotion analysis
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Forecasting Supply - External
Filling the GAP using the external labour market:
Local
International
Understanding of the dynamics of the Labour Market to
update plans as trends change and develop General population density
Population movements
Age distribution
Unemployment rates
Education Level Proportion with higher education
Skill levels/Skills shortages
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Action Plan
Situation Plans: Redundancy
Redeployment
Retirement
Recruitment Training
Retention
Succession
Option Plan Outsourcing
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Manpower PlanningManagement
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Sample : Manpower Planning
19.95
17.12
15.01
13.13
0
5
10
15
20
25
1995 1996 1997
Reject
Rework
234
34
14
325
42
16
480
49
17
395
32
16
0%
20%
40%
60%
80%
100%
1994 1995 1996 1997
Management
Supervisor
Operator
-200
0
200
400
600
800
1,000
1,200
1,400
1994 1995 1996 1997
NetSales EBIT
Labor Cost Total Cost (Include Tax)
Net Contribution Net Revenue form Sales
Productivities Reject & Rework
Manpower
23
13
9
18
0
5
10
15
20
25
1994 1995 1996 1997
TurnoverRate
TurnoverExisting
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0
100
200
300
400
500
600700
1994 1995 1996 1997 1998 1999 2000 2001Labor productivity Total Productivity Net sales/headProduction/head Equipment Productivity
%
Productivities Index
Sample : Manpower Planning
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Dealing with an Oversupply ofDealing with an Oversupply of
ManpowerManpower
Freeze hiring
Restrict overtime
Retrain/redeploy
Switch to part-time
employees
Use unpaidvacations
Use a shorterworkweek
Use pay reductions Use sabbaticals
Encourage earlyretirements
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Dealing with an Undersupply ofDealing with an Undersupply of
PersonnelPersonnel
Hire additional
workers
Improve productivitythrough training
Use overtime
Add additional shifts
Reassign jobs
Use temporary
workers Improve retention
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Recruitment
JobChoice
Vacancy Applicant
RecruitmentSources
Companypolicy Recruiter
Internal external recruiting
Market positioning and company image
Internal external source Collage and universities
Employment agencies
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Development Methods
Apprentice Trainin
Coaching
Job Rotation
Shadowing
Special Project Assignment
On-the-Job Training
Mentoring
Off-site Training Program Community of Practice (CoP)SelfStudy
Assessment Center
Preferences,Preferences,
Corporate Culture,Corporate Culture,
Actual PossibilitiesActual Possibilities
Intervention for Development
Development throughWork
Job Rotations
Shadowing/Coaching
CoP Activities
Challenges
Training & Development
Job Enlargement/Enrichment
CBT
Career Counseling
Source : Hunseok Oh (Department of
Education, Seoul National University, Korea)
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Option forReducing anExpected LaborSurplus
Option Speed Human Suffering
1.Downsizing Fast High
2.Pay Reduction Fast High
3.Demotions Fast High4.Transfers Fast Moderate
5.Work sharing Fast Moderate
6.Retirement Slow Low
7.Natural attrition Slow Low8.Retraining Slow Low
Source : Human Resources Management 3rd editionGaining a competitive advantage
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Option for Avoiding anExpected LaborShortage
Option Speed Revocability
1.Overtime Fast High
2.Temporary employees Fast High
3.Outsourcing Fast High4.Retrained transfers Slow High
5.Turnover reductions Slow Moderate
6.New external hires Slow Low
7.Technological innovation Slow Low
Source : Human Resources Management 3rd editionGaining a competitive advantage
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Key Take Away
Fact & Data
Manpower Planning is not Recruitment
Commitment from Management Budget
Thai Culture
Communication/Communication/Communication
Employee Feeling
Believe in Value of Individual
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"The important thing is not to stop
questioning."
AlbertEinstein
ANY QUESTION?