MM Bagali ......HR...... Succession planning......HRM......HRD.......Management

1. human resources planning:
estimating HR requirements
The search for GLOBAL
Human Resources

2. 2121stst
Century Organizational TrendsCentury Organizational Trends

3. Big TrendsBig Trends
Cloud TechnologyCloud Technology
Social MediaSocial Media
Big dataBig data
et al …….et al …….

4. 2121stst
Century Organizational TrendsCentury Organizational Trends
Competition is GlobalCompetition is Global
Competencies also have gone globalCompetencies also have gone global
Speed has become a Competitive advantageSpeed has become a Competitive advantage
Quality is the buzzwordQuality is the buzzword
Knowledge EmployeesKnowledge Employees
Improvement at a Fast RateImprovement at a Fast Rate
Global EfficiencyGlobal Efficiency
Work force DiversityWork force Diversity

5. 5
cont:cont:
Global Corporate EvolutionGlobal Corporate Evolution
Changing Global WorkforceChanging Global Workforce
Emergence of Learning OrganizationEmergence of Learning Organization
Cross Cultural DiversityCross Cultural Diversity
High Rate of TechnologyHigh Rate of Technology
Employment or EmployabilityEmployment or Employability
Changing Economic ActivityChanging Economic Activity
Corporate Restructuring (M / A)Corporate Restructuring (M / A)

6. The search for GLOBAL
Human Resources

7. 7
employee with …employee with …
Business DrivenBusiness Driven
Strategic ThinkerStrategic Thinker
Value DrivenValue Driven
Change AgentChange Agent
Research DrivenResearch Driven
Good Human Being

8. 8
Human Resources PlanningHuman Resources Planning
HRP is theHRP is the processprocess by which the organization anticipatesby which the organization anticipates
filling staffing needs and plan progress to ensure that correctfilling staffing needs and plan progress to ensure that correct
numbernumber andand typetype of employees are available when they areof employees are available when they are
neededneeded

9. 9
Human Resources PlanningHuman Resources Planning
HRP is the judgmental method as to how many,HRP is the judgmental method as to how many,
what type, where, when, why ofwhat type, where, when, why of
P E O P L EP E O P L E for future of the organizationfor future of the organization

10. Sum Total of HRPSum Total of HRP
Organization VisionOrganization Vision Where we Are Plan to Reach
Action Are we there Look at all the Step

11. Semantic HR Planning ExerciseSemantic HR Planning Exercise

12. 12
The FutureThe Future
Growth Area / CompetitionGrowth Area / Competition
Technology ChangeTechnology Change
Work MethodsWork Methods
Location of the PlantLocation of the Plant
Company SystemsCompany Systems
CultureCulture
LeadershipLeadership
PracticesPractices

13. 13
cont:cont:
Social ConcernSocial Concern
Economic FactorsEconomic Factors
Labour MarketLabour Market
Demographic TrendsDemographic Trends
Financial Resources( Standing)Financial Resources( Standing)
Trend Analysis … Market, HR, WorkforceTrend Analysis … Market, HR, Workforce

14. 14
CEO Thinking duringCEO Thinking during
HR PlanningHR Planning
GovernmentGovernment
Economic SituationEconomic Situation
Energy StatusEnergy Status
Political SituationPolitical Situation
Legal ProposalsLegal Proposals
Social BackgroundSocial Background
Educational StandardsEducational Standards
Demographics compositionDemographics composition
Technology DevelopmentTechnology Development
Management MethodsManagement Methods

15. 15
cont:cont:
Skill Employee possess/ analysisSkill Employee possess/ analysis
Are good in whatAre good in what
Level of Competences( CMM)Level of Competences( CMM)
Potential AppraisalPotential Appraisal
Effective and Efficiency analysisEffective and Efficiency analysis
Educational Profile (Mix)Educational Profile (Mix)

16. 16
cont:cont:
Demand analysisDemand analysis
Supply analysisSupply analysis
Local Market conditionLocal Market condition
General Economic conditionGeneral Economic condition
Occupational Market conditionsOccupational Market conditions
Cost Training and DevelopmentCost Training and Development

17. A MODEL of SHRPA MODEL of SHRP
EconomyEconomy TechnologyTechnology CompetitionCompetition
Demographic
trends
Demographic
trends
Social
trends
Social
trends
Government
Regulation
Government
Regulation
Analysis from External
Environment

18. A MODEL of SHRPA MODEL of SHRP
Business PlansBusiness Plans Current HRCurrent HR
Turnover / MobilityTurnover / MobilityStrategyStrategy
Expansion
growth
Analysis from Internal
Environment

19. 19
Ways to look at Effective Manpower PlanningWays to look at Effective Manpower Planning
• Company's Goals / ObjectivesCompany's Goals / Objectives
• Skill Profile InventorySkill Profile Inventory
• Employee Profile InventoryEmployee Profile Inventory
• Job-Man Match MethodologyJob-Man Match Methodology
• Demand Analysis / Gap AnalysisDemand Analysis / Gap Analysis
• HR ObjectivesHR Objectives

20. 20
cont:cont:
• Growth NeedsGrowth Needs
• MergersMergers
• Legal EnvironmentLegal Environment
• Business EnvironmentBusiness Environment

21. 21
The future Employees profileThe future Employees profile
Self-reliantSelf-reliant ExpertExpert
NetworkerNetworker ResilientResilient
Self-reliant
Initiative
Vision
Creativity
Risk Taking
Self motivation
Self-reliant
Initiative
Vision
Creativity
Risk Taking
Self motivation
Enthusiasm
Professionalism
Up-to-date knowledge
Intellectual curiosity
Life long learning
Enthusiasm
Professionalism
Up-to-date knowledge
Intellectual curiosity
Life long learning
Communication skills
Negotiation skills
Problem-solving skills
Project management
Open minded
Communication skills
Negotiation skills
Problem-solving skills
Project management
Open minded
Stress tolerance
Team working
Adaptability
Determination
Stress tolerance
Team working
Adaptability
Determination

22. Planning MethodsPlanning Methods

23. 23
HRISHRIS
All the HR Information ofAll the HR Information of
Employee / Prospective for future PlanningEmployee / Prospective for future Planning

24. 24
Job EvaluationJob Evaluation
Worth of the job is evaluatedWorth of the job is evaluated
Work loadWork load
SalarySalary
WageWage
Duty / ResponsibilityDuty / Responsibility
Mental-Physical efforts needed / requiredMental-Physical efforts needed / required

25. Job DesignJob Design
Job
Enlargement
Job
Enlargement
Job
Enrichment

26. 26
Job AnalysisJob Analysis
What the job requires from youWhat the job requires from you
How each job fits into organizationHow each job fits into organization
What each Job Objective isWhat each Job Objective is
The Personality requiredThe Personality required
Skills demandSkills demand

27. 27
Job DescriptionJob Description
Particular of the JOBSParticular of the JOBS
Title / Duty / Responsibility / Skills requiredTitle / Duty / Responsibility / Skills required
Working conditionsWorking conditions
Conditions of WorkConditions of Work
RightsRights
Span of ControlSpan of Control
Career OppournityCareer Oppournity
Health HazardsHealth Hazards
Reporting RelationshipsReporting Relationships

28. 28
Job SpecificationJob Specification
Employee Characteristic needed for the jobEmployee Characteristic needed for the job
Physical / Psychological / Social requirementsPhysical / Psychological / Social requirements
Education / Experience / Personality requirementsEducation / Experience / Personality requirements

29. 29
Person RequirementsPerson Requirements
The required Human aspects like :The required Human aspects like :
PhysicalPhysical
IQIQ
AptitudeAptitude
PersonalityPersonality
MotivationsMotivations

31. Succession
Planning
Process

32. HR’s Role inHR’s Role in Succession PlanningSuccession Planning
Identifying development needs
of the workforce
Assisting in identifying needed
future job skills
Noting employees who might fill
future positions
Communicating the succession
planning process to employees
Tracing and regularly updating
succession plan efforts
Succession
Planning

33. Succession Planning DecisionsSuccession Planning Decisions
Succession
Planning
Considerations
“Make or Buy”
Talent
Potential versus
Performance
Succession
Planning Metrics
Computerized
Succession
Planning Models

34. SuccessioSuccessio
n Planningn Planning
ProcessProcess

35. Assessing Potential
and Current
Performance

36. Values and Benefits of SuccessionValues and Benefits of Succession
PlanningPlanning
• Having an adequate supply of employees to fill future key
openings
• Providing career paths and plans for employees, which aids in
employee retention and performance motivation
• Continually reviewing the need for individuals as organizational
changes occur
• Enhancing the organizational “brand” and reputation as a
desirable place to work

37. Common Succession Planning MistakesCommon Succession Planning Mistakes
• Focusing only on CEO and top management succession
• Starting too late, when openings are occurring
• Not linking well to strategic plans
• Allowing the CEO to direct the planning and make all succession
decisions
• Looking only internally for succession candidates

38. Careers and Career PlanningCareers and Career Planning
• CareerCareer
 The series of work-related positionsThe series of work-related positions
a person occupies through life.a person occupies through life.
• Career PathsCareer Paths
 Represent employees’ movementsRepresent employees’ movements
through opportunities over time.through opportunities over time.

39. Different Views of CareersDifferent Views of Careers
Individual
Career Views
Protean
career
Career
without
boundaries
Portfolio
career
Authentic
career

40. Careers and Career Planning (cont’d)Careers and Career Planning (cont’d)
• Organization-Centered Career PlanningOrganization-Centered Career Planning
 Focuses on jobs and on identifying career paths thatFocuses on jobs and on identifying career paths that
provide for the logical progression of people betweenprovide for the logical progression of people between
jobs in the organization.jobs in the organization.
• Individual-Centered Career PlanningIndividual-Centered Career Planning
 Focuses on an individual’s career rather than inFocuses on an individual’s career rather than in
organizational needs.organizational needs.

41. Organizational and Individual Career Planning Perspectives

42. Individual-Centered Career PlanningIndividual-Centered Career Planning
Individual Career Management
Self-Assessment
Feedback
on Reality
Setting of
Career Goals

43. Individual Career ChoicesIndividual Career Choices
Career
Choice
Interests Self-Image Personality
Social
Background

44. General Career Periods

45. Portable Career Path

46. Career Transitions and HRCareer Transitions and HR
Entry Shock
for New
Employees
Supervisors Feedback Time The Work

47. Special Individual Career IssuesSpecial Individual Career Issues
Special
Individual
Career
Issues
Technical and
Professional Workers
Dual Career Ladders
Women and Careers
Sequencing
Glass Ceiling
Dual-Career
Couples
Family-Career Issues
Relocation
Global Career
Concerns
Repatriation
Global Development

48. Developing Human ResourcesDeveloping Human Resources
• DevelopmentDevelopment
 Efforts to improve employees’ abilities to handle aEfforts to improve employees’ abilities to handle a
variety of assignments and to cultivate employees’variety of assignments and to cultivate employees’
capabilities beyond those required by the current job.capabilities beyond those required by the current job.
• Developing Specific Capabilities/CompetenciesDeveloping Specific Capabilities/Competencies
 Lifelong learningLifelong learning
 RedevelopmentRedevelopment

49. Possible Development FocusesPossible Development Focuses
For Managers For Technical Personnel
• An action orientation
• Quality decision-making skills
• Ethical values
• Technical skills
• Team building
• Developing subordinates
• Direct others
• Dealing with uncertainty
• Ability to work under pressure
• Ability to work independently
• To solve problems quickly
• To use past knowledge in a new
situation

50. Development versus Training

51. Developing Human Resources (cont’d)Developing Human Resources (cont’d)
Employee Development
Needs Analysis Methods
Assessment
Centers
Psychological
Testing
Performance
Appraisals

52. HR Development Approaches

53. Possible Means for Developing Employees
in a Learning Organization

54. Management Lessons Learned from Job Experience

55. Supervisor DevelopmentSupervisor Development
Supervisor Development Topics
Basic
management
responsibilities
Time
management
Human relations
training

56. Leadership DevelopmentLeadership Development
Leadership
DevelopmentCoaching
Modeling
Management
Mentoring
Executive
Education

57. Stages in Management Mentoring Relationships

58. Problems with Management Development EffortsProblems with Management Development Efforts
Common
Problems in
Management
Development
Failing to conduct an
adequate needs analysis
Trying out fad programs
or training methods
Substituting training
instead of selecting
qualified individuals
Failing to address
organizational factors that
result in encapsulated
development

59. thanksthanks

60. © 2011 Cengage Learning. All rights reserved. May not be scanned,
copied or duplicated, or posted to a publicly accessible Web site, in
whole or in part. 9–60