HR Planning 5

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    Kiattisak Sampaongern

    HR Manager/CPAC

    [email protected]

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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?