Strategy & Workforce Planning

7/25/2019 Strategy & Workforce Planning

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STRATEGY &

WORKFORCE PLANNING



STRATEGIC PLANNING A set of procedures for mak!" decso!s

a#out t$e or"a!%ato!s 'o!"(term "oa's a!d

strate"es)

*o+ t$e or"a!%ato! +'' posto! tse'f

re'at,e to compettors ! order to ac$e,e'o!"(term sur,,a'- ,a'ue a!d "ro+t$)



*./AN RESO.RCE PLANNING T$e process of a!tcpat!" a!d mak!" pro,so! for t$e

mo,eme!t of peop'e !to- +t$! a!d out of a! or"a!%ato!)

Gett!" t$e r"$t !um#er of 0ua'fed peop'e !to t$e r"$t 1o#at r"$t tme)

T$e process of matc$!" !ter!a' & e2ter!a' supp'3 of peop'e+t$ 1o# ope!!"s a!tcpated ! t$e or"a!%ato! o,er a

specfed perod of tme)

*R pro,des a mec$a!sm to c'mate a!3 "ap t$at m"$t e2st #et+ee! dema!d & supp'3)



*R P'a!!!" Process It !,o',es four dst!ct p$ases4

Stuato! a!a'3ss- e!,ro!me!t sca!!!" a!d

strate"c p'a!!!" Forecast!" *R dema!ds

*R supp'3 forecast!"

Acto! decso!s ! *RP



I. Situational Analysis,

Environmental Scanning *R/ & strate"c p'a!!!" !ta''3 !teract ! t$s

sta"e)

Re0ures co!sderato! of #ot$ e2ter!a' & !ter!a'e!,ro!me!t)

5eterm!ato! of o,era'' or"a!%ato!a' purposes &

o#1ect,es a!d $o+ t$e3 are to #e ac$e,ed)

Wt$out a! effect,e *R p'a! to support t$e

recrutme!t & se'ecto! fu!cto!s ! t$e or"a!%ato!

t +'' #e mposs#'e to sta3 compett,e)



II) Forecast!" 5ema!d for *uma!

Resources Estmat!" $o+ ma!3 a!d +$at k!ds of emp'o3ees

+'' #e !eeded)

Forecast!" 3e'd ad,a!ced estmates or ca'cu'ato!s

of t$e or"a!%ato!s staff!" re0ureme!ts)

T$ere are t+o approac$es to *R forecast!"4

0ua!ttat,e a!d 0ua'tat,e)





B. Modeling or Multiple predictive

techniques:

Tre!d a!a'3ss re'es o! a s!"'e factor 7suc$ assa'es8 to predct emp'o3me!t !eeds- t$e more(

ad,a!ced met$ods com#!e se,era' factors- suc$

as !terest rates- "ross !ato!a' product-

dsposa#'e !come- a!d sa'es- to predctemp'o3me!t 'e,e's)





B. "elphi technique:

Attempts to decrease t$e su#1ect,t3 of forecasts #3

so'ct!" a!d summar%!" t$e 1ud"me!ts of a

prese'ected "roup of !d,dua's)

T$e f!a' forecast represe!ts a composte "roup

1ud"me!t)

T$s met$od +orks #est ! or"a!%ato!s ! +$c$

d3!amc tec$!o'o"ca' c$a!"es affect staff!" 'e,e's)



#$%E&ASTI'( )% %E*+I%EME'TS"EMA'" A'A-SIS/

Trying to predict future staffing needs/ Managerial Estimates

Sales Projections

Simulations

Vacancy Analysis (projected turnover)



Idea''3- forecast!" s$ou'd !c'ude t$e use of #ot$ quantitative a!d qualitative

approaches)



#$%E&ASTI'( )% A0AI-ABI-IT S+11-

A'A-SIS/

1redicting 2or3er flo2s and availa4ilities/ Succession or Replacement Charts

Skills nventories (use o! "RS)

#a$or Market Analysis Markov Analysis (%ransition Matri&)

Personnel Ratios



Succession or Replacement Charts

W$o $as #ee! "roomed9de,e'oped a!d s read3 for promoto! r"$t NOW:

"uman Resource n!ormation Systems ("RS)

A! emp'o3ee data#ase t$at ca! #e searc$ed +$e! ,aca!ces occur)

%ransition Matrices (Markov Analysis)

A c$art t$at 'sts 1o# cate"ores $e'd ! o!e perod a!d s$o+s t$e proporto! of

emp'o3ees ! eac$ of t$ose 1o# cate"ores ! a future perod)

It a!s+ers t+o 0uesto!s4

;) <W$ere dd peop'e ! eac$ 1o# cate"or3 "o:=

>) <W$ere dd peop'e !o+ ! eac$ 1o# cate"or3 come from:

Personnel ' ield Ratios

*o+ muc$ +ork +'' t take to recrut o!e !e+ accou!ta!t:



5or3 Study Technique $r

5or3load #orecasting It ca! #e used +$e! t s poss#'e to app'3

+ork measureme!t to k!o+ $o+ 'o!"

operato!s s$ou'd take a!d t$e amou!t of'a#our re0ured) T$s s k!o+! as +ork'oad

a!a'3ss) O! t$e #ass of +ork 'oad of eac$

p'a!t dur!" t$e fort$com!" 3ears +ork force

a!a'3ss s do!e co!sder!" t$e rates of

a#se!teesm a!d 'a#our tur!o,er)



5or3 -oad Analysis /a!po+er p'a!!!" e2perts !eed to f!d out sa'es forecasts-

+ork sc$edu'e a!d t$us determ!e t$e ma!po+er

re0ureme!t per u!t of product sa'es forecasts are

tra!s'ated !to +ork performa!ce) 5epartme!ta' +ork'oads

are co!,erted !to ma!($ours ! terms of dffere!t sk''s

re0ured) Work 'oad a!a'3ss s use to ac$e,e tota'

producto! tar"ets sm'ar'3 p'a!s are made co!cer!!"

amou!t of +ork t$at a'' ot$er departme!ts of or") are

e2pected to accomp's$ dur!" t$e com!" 3ear) Paste2pere!ce ca! #e ut'%ed to tra!s'ate +ork'oads !to ma!

$ours re0ured)



E&ample

A!!ua' producto! #ud"et (;?@@@@ u!ts

Sta!dard ma!($our re0ured per u!t ( >$rs P'a!!ed ma!($ours per 3ear ( B@@@@$rs

A!!ua' co!tr#uto! of +orkers ( >@@@$rs

Num#er of +orkers re0ured ( ;?@







Benefits $f )uman %esource 1lanning

It resu'ts ! reduced 'a#our costs as t $e'ps

m"$t to a!tcpates s$orta"es or surp'uses &

correct t$e m#a'a!ces #efore t$e3 #ecomeu!ma!a"ea#'e)

etter #ass for p'a!!!" emp'o3ee

de,e'opme!t) To mpost effect,e tra!!" pro"rammers)



To mpro,e t$e o,era'' #us!ess p'a!!!"

process

*e'ps ! formu'at!" ma!a"era' successo! p'a!

Ser,es as too' to e,a'uate t$e effect of

a'ter!at,e ma!po+er acto!s & po'ces



1ro4lems In )%1

Support of top ma!a"eme!t

S%e of !ta' effort

Coord!ato! +t$ ot$er m"mt fu!cto!s I!te"rato! +t or"a!%ato!a' p'a!s



Manpo2er 1lanning At "ifferent -evels

Corporate

5,so!a'

P'a!t 'e,e's Purpose of carr3!" out at ,arous 'e,e's s t$e

s3stematc pro1ecto! of ma!po+er

re0ureme!ts for t$e future) If perso!!e' 'o+erdo+! take part ! t$e p'a!!!" process t$e3 are

more +''!" part!ers ! t$e mp'eme!tato!)



/a!po+er p'a!!!" at t$e p'a!t 'e,e' ca! #e

co!ducted #3 operat!" commttee o! t$e #ass of t$e

past data & future pro1ecto!sD t$e! t su#mt to t$e

!e2t or"a!%ato! 'e,e'- t$ere t$e d,so!a'

commttee re,e+s & !te"rates p'a!s of a'' p'a!ts

!to a compre$e!s,e d,so!a' ma!po+er p'a!!!"

report & su#mt to t$e top 'e,e' m"mt) T$e commttee

of t$e top e2ecut,es re,e+ a'' t$e p'a!s su#mtted

#3 d,so!a' commttees a!d take t$e f!a' decso!s)



6$B "ES&%I1TI$'

It s a factua' stateme!t of dutes a!d

respo!s#'tes of a specfc 1o#) It s a!

mporta!t docume!t- +$c$ s #asca''3descrpt,e ! !ature a!d co!ta!s a stateme!t

of 1o# a!a'3ss) Its ma! focus of 1o#

descrpto! s to def!e 1o# act,tes- ma1or

respo!s#'tes a!d posto!!" of t$e 1o# !

t$e or"a!%ato!)







$verall %esponsi4ilities4 t$e o,era'' purpose of

t$e 1o# s$ou'd #e stated) Am s$ou'd #e stated)

Am s$ou'd #e to co!,e3 ! more t$a! t+o ort$ree se!te!ces) A #road Pcture of t$e 1o#

+$c$ +'' de!tf3 t from ot$er 1o#s a!d

esta#'s$ ro'e of t$e 1o# $o'der a!d t$e

co!tr#uto! $e s$ou'd make to+ards ac$e,!"o#1ect,es of t$e compa!3 a!d $s o+!

fu!cto!s or u!t)



+uidelines Are Provided ,or -riting .escriptions*

G,e c'ear- co!cse a!d read'3 u!dersta!d!"

pcture of t$e +ork 1o#)

5escr#e ! suffce!t deta' eac$ of t$e ma! dutes

a!d respo!s#'tes

I!dcate t$e e2te!t of drecto! rece,ed a super,so!

",e!

E!sure t$at t$e !e+ emp'o3ee u!dersta!ds t$e 1o# f$e reads t$e 1o# descrpto!



"ata #or 6o4 "escription $4tained

3 o#ser,ato! of 1o# #e!" performed

3 dscusso! +t$ t$e super,sor of t$e 1o#

3 re0uest!" t$e super,sor of t$e 1o# to f'' ! a0uesto!!are descr#!" t$e 1o#

3 dscusso! +t$ some emp'o3ees +ork!" o! t$e

1o#

3 re0uest!" some of t$e emp'o3ees +ork!" o!

t$e 1o# to f'' ! t$e 0uesto!!are descr#!" t$e 1o#



Types $f 6o4 "escription

o# "rad!" a!d 1o# c'assfcato!

Pro,d!" #ase for prepar!" 1o# satsfacto!

e!d!" to recrutme!t a!d se'ecto! Procureme!t a!d p'aceme!t of emp'o3ees

5e,e'op!" career pat$s

Tra!!" a!d de,e'opme!t

Sett!" performa!ce sta!dards a!d apprasa'



Promoto! a!d tra!sfer

5e,e'op!" +ork procedures a!d processes)

Tak!" pre,e!t,e measures to m!m%e t$eof $a%ardous co!dto!s

Emp'o3ees a!d ,ocato!a' tra!!")

Documents

Strategy & Workforce Planning