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การวางแผนกาลั�งพลัให้�สอดคลั�องก�บ
ยุ�ทธศาสตร�ทางธ�รก�จขององค�กร
Kiattisak SampaongernHR Manager/[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 Career 2006
Network system analysis Physician’s 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(การเติ�บโติของโลกกาภิ�วั�ฒน์�)
Emergence of new competitors(คู่��แข�งข�น์รายใหม่�)
Changing customer demands(คู่วัาม่ติ�องการของล�กคู่�าเปล��ยน์แปลงไป)
Shortened product life cycles(สิ�น์คู่�าม่�อาย!สิ�"น์ลง)
Heightened environmental concerns(การให�คู่วัาม่สิ#าคู่�ญก�บสิ��งแวัดล�อม่)
Increasing regulatory demands(กฎกติ�กาใหม่�ๆ )
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
Human ResourcesNeeds-Skill-Behavior-Culture
Strategic Choice
Human ResourcesPractices
Human Action
OrganizationPerformance
Source : Human Resources Management 3rd edition Gaining a competitive advantage
Human Capability
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HRM Strategy
Vision
• Internal / External• Manpower Planning• Selection Process
• Salary• Bonus• Welfare• Benefit
• Performance appraisal• Potential evaluation• Talent Assessment
CompensationManagement
PerformanceManagement• Succession plan
• Promotion• Job assignment
Career Planning
• Learning• Training• Development
Development• Retire• Early Retire• Termination• Employee relation
Retire & Retain
Manpower Planning
Mission Biz Result
Leadership
Human Capability
Culture
Business Process
• Competency
Change
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Change
Globalization
Global Competitor
Global Mindset
Technology Change
Learning Organization Knowledge Base Economy
Talent
Performance Mgt.
Development Plan
CompetitivenessVision/
MissionKPIs Competency
HRD link to business result
Value/CultureOrganization
Technology/Skill
Business Result
HRM Process
Succession Plan
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How to Create High Performance Organization?
How people are serve organization target? (ทำ#าอย�างไร...พน์�กงาน์ทำ#างาน์ติาม่เป*าหม่ายทำ��องคู่�กรติ�องการ) How talents are selected ?
(ทำ#าอย�างไร...จะคู่�ดเล-อกคู่น์เก�งคู่น์ด�) How to motivate people ?
(ทำ#าอย�างไร..จะจ�งใจให�ทำ#างาน์) How people are developed ?
(ทำ#าอย�างไร...จะพ�ฒน์าคู่วัาม่สิาม่ารถพน์�กงาน์) How to retain people ?
(ทำ#าอย�างไร...จะร�กษาพน์�กงาน์ไวั�ได�)
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A goal without a plan is just a wish.
Antoine de Saint-Exupery
Manpower Planning Process
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MANPOWER PLANNING
““process of process of identifyingidentifying and and respondingresponding to to organizational organizational needsneeds and charting new policies, systems, and programs that and charting new policies, systems, and programs that will assure effective human resource management under will assure effective human resource management under changing conditions in the future”changing conditions in the future”
getting getting the right peoplethe right people at at the right placethe right placeon on 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 and information are needed?
Equipment
What special equipment, facilities and systems are needed?
Human Resources
What knowledge , skill and attribute are needed?
Activity
What task are required in the production?
Output
What product ad service is provide?How is the output measured
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 จา นวนพน�กงานแยุกตามระด�บการศ!กษา
ปวัสิ., 66.51%
ปวัช., 11.52%
ม่.ปลาย, 7.72%
ม่.ติ�น์, 1.07%
ประถม่, 1.60%
ปร�ญญาเอก, 0.07%
ปร�ญญาโ ทำ , 0.73%
ปร�ญญาติร�, 10.79%
จานวนพน�กงานแยุกตาม Function งาน
สิ�งเสิร�ม่คู่!ณภิาพ, 7%
ซ่�อม่บ#าร!ง, 7%
ช�วัยผล�ติ, 10%
ผล�ติ, 42%
บ!คู่คู่ล, 1%
ธุ!รการและจ�ดหา, 7%
แฟรน์ไ ชสิ�, 2%
ติลาดและขาย, 16%
วัางแผน์และร�บจ�าย, 8%
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Sample : Productivities Index
80.00
90.00
100.00
110.00
120.00
130.00
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 edition Gaining a competitive advantage
Who need training?
In what do they need training?
What is the context?
Reason•Legislation•Lack of basic skill•Poor performance•New technology•New product•New job•Customer request•Higher performance
Outcome•What trainee need to learn•Who receives training•Type of training•Frequency of training•Training or other option such job redesign
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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
Manpower Planning Management
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Manpower Management
Surplus – Shortage Restructure Skill Required
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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
4917
395
3216
0%
20%
40%
60%
80%
100%
1994 1995 1996 1997
ManagementSupervisorOperator
-200
0
200
400
600
800
1,000
1,200
1,400
1994 1995 1996 1997
Net Sales 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
Turnover Rate
TurnoverExisting
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0100200300400500600700
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 of Dealing with an Oversupply of ManpowerManpower
Freeze hiring Restrict overtime Retrain/redeploy Switch to part-time
employees Use unpaid
vacations
Use a shorter workweek
Use pay reductions Use sabbaticals Encourage early
retirements
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Dealing with an Undersupply of Dealing with an Undersupply of PersonnelPersonnel
Hire additional workers
Improve productivity through 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 Training
Coaching
Job Rotation
Shadowing
Special Project Assignment
On-the-Job Training
Mentoring
Off-site Training Program Community of Practice (CoP)Self Study
Assessment Center
Preferences,Preferences,Corporate Culture,Corporate Culture,Actual PossibilitiesActual Possibilities
Preferences,Preferences,Corporate Culture,Corporate Culture,Actual PossibilitiesActual Possibilities
Intervention for Development
Development through Work Job Rotations Shadowing/Coaching CoP Activities Challenges Training & Development
Intervention for Development
Development through Work 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 for Reducing an Expected Labor Surplus
Option Speed Human Suffering
1.Downsizing Fast High
2.Pay Reduction Fast High
3.Demotions Fast High
4.Transfers Fast Moderate
5.Work sharing Fast Moderate
6.Retirement Slow Low
7.Natural attrition Slow Low
8.Retraining Slow Low
Source : Human Resources Management 3rd edition Gaining a competitive advantage
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Option for Avoiding an Expected Labor Shortage
Option Speed Revocability
1.Overtime Fast High
2.Temporary employees Fast High
3.Outsourcing Fast High
4.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 edition Gaining 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."
Albert Einstein
ANY QUESTION?
