Professional Documents
Culture Documents
Schedule
Manpower Planning
sessions
Objectives
Benefits
Advantages
Limitations and Problems
1+1
Schedule 2
Schedule 3
HR planning
Linkage with other HR functions
Influencing factors in Manpower Planning
Schedule 4
Manpower Planning
Tools Methods and Techniques
Skill Analysis Skill Inventory
Performance Appraisal
Manpower inventory: Qualitative,
Quantitative, Methodology, MIS
Schedule 5
Schedule 6
Schedule 7
Running enterprise
running enterprise with major expansion
plans
Modernization
Diversification
About to be set up
Schedule 8
Manpower Planning
National
Various Approaches
Progress in India
Books
Unit 2
Manpower planning
Objectives
Benefits
Advantages/Limitations
Objectives
History
Advantages
Key steps
Demand Forecast
Supply Projection
Assessing Competencies
Gap Analysis
Strategy Development
Limitations
Unit 1
Organization Structures
Organization as a matrix of jobs
Role clarity, Job enlargement, Job
enrichment
Roadmap
22
What Is Organizing?
23
Organizing
Arranging the
activities of the
enterprise in such
a way that they
systematically
contribute to the
enterprises goals.
Organization Chart
Organization design
Work specialization
Stages of Organizational
Development
26
Simple structure
Functional structure
Divisional structure
Stages of Organizational
Development (contd)
27
Matrix structure
Team-based structure
Boundaryless organization
Mechanistic organization
Organic organization
Structure Variables
Principles
Chain of command
Span of control
Authority
Power
Responsibility
Departmentalizati
on
Functional
Divisional
Product
Customer
Geographic
Process
30
Organizational Structure:
Control
31
Chain of command
Span of control
Responsibility
Authority
Power
Chain of Command
32
Span of Control
34
Types of Organizational
Authority
Line authority
Staff authority
Types of Power
Legitimate
Coercive
Reward
Expert
Referent
Principles of Delegation
36
Departmentalization:
Creating Departments
37
Departmentalization
Departmentalization
38
Functional
Product
Geographic
Customer
Process
39
Organizing Departments by
Function
Functional Departmentalization
G.Dessler, 2003
Divisional Organizations
Facilitate Coordination
40
FIGURE 65
Functional Organization
Disadvantages
1.
2.
3.
2.
3.
4.
Divisional Organization
Disadvantages
1.
2.
3.
4.
44
Creating Matrix
Organizations
Matrix Organization
45
Matrix Organization
Departmentalization
FIGURE 66
G.Dessler, 2003
Matrix Organizations
Advantages
Access to
expertise.
Stability of
permanent
department
assignments for
employees.
Allows for focus
on specific
projects, products,
or customers.
Disadvantages
Confusion of
command.
Power struggles
and conflicts.
Lost time in
coordinating.
Excess overhead
for managing
matrix functions.
46
47
Departmentalization in Practice: A
Hybrid
Hierarchical considerations
Efficiency
Common sense
48
Network-based
Organizations
Organizational Network
Informal Networks
49
Network-based Organizations
(contd)
Rarely do the
communication patterns
match the formal structure
51
Network-based Organizations
(contd)
Team-Based Organizations
Team
Horizontal Corporations
Horizontal Organizations
52
Federal Organization
Virtual Organization
When Organizing:
Always Keep Your Goals in Mind
54
56
2.
3.
4.
57
Centralization and
Decentralization
Centralization
Decentralization
Decentralize?
58
Decentralized Organization
Decentralization Rules:
Simulation
59
Role Clarity
Role Clarity
Job enrichment
Job enlargement
Unit : 3
Linkage of Manpower planning to other HR
functions
Manpower Planning
Influencing Factors in Manpower Planning
70
FIGURE 03
with whom ?
Functional or cross functional teams?
Standardised or customised processes?
Hard:
Soft:
Numbers
Competencies
Objectives
74
75
Scenario Planning
76
Broad Assessment
Demand forecasting
Work Study Techniques
Skill and Competence
Supply forecast
77
Exercise : Hotel
International
78
Exercise : Hotel
International
Structuring of jobs
Manufacturing
Retail
IT
Finance
Services
Exercise : H R Department
Simply Put
What do we have
What do we need
When will we need
What is the gap
What is the plan
EER
Manpower
Planning
C and
B
PMS
T and
D
Unit 4
Manpower Planning
Flowchart
Demand Forecast: 1) Activity levels
2) Business Operational
Plan
Supply Forecast : 1) Workforce Analysis
2) Employee turnover
Manpower Plan
Recruit Retain
Develo
p
Techno
logy
Redef
ne
roles
Produc
tivity
Planni
ng
Outsou Just in
rcing
time
Scenario Planning
Activity
Applicable roles
Current level
Current number in the roles
Ratio : numbers to roles
Forecast for the change . Date1 date 2
date3
Numbers
Measuring employee
turnover
Ratios
Forecast
Q1
Supply
Demand
Forecast
Q2
Supply
Demand
Supply
Action Plan
Recruitment
Retention
Identification of teams
Retention schemes
Redefning Roles
Productivity Plan
Rationale
Manpower Planning
1)
2)
3)
4)
Level 1 : Initial
Inconsistent Processes
Displaced responsibilities
Low level of competence
Sporadic Results
Level 2 : Managed
Basic Practices in place
Unclear performance objectives
Inadequate competencies
Work overload/ under load
Environment changes a distraction
Level 5 : Optimizing
Focus on continuous improvement
Total Alignment
Competency based Work Practices
Incremental Advances and results
Optimum utilization and performance
Leaders in the eco- system
Empowerment
COMPETENCY
Defnition
Defnition
114
What is a competency
Set of
behaviors that is
instrumental in
the delivery of
desired results
Definition contd
116
Career drivers
117
Competence
Unconscious incompetence
Conscious incompetence
Conscious competence
Unconscious competence
Competencies
119
Career Stages
120
Management of Self
skills
Management of Others people
executive
manage
contribution
Competency Characteristics
5 Types of Competency Characteristics
Motives
Traits
information
Self Concept
Knowledge
Skill
Generic Competencies
Impact and Influence
Achievement Orientation
Leadership
Teamwork and Cooperation
Analytical Thinking
Initiative
Developing
Teams
Self Confidence
Direct/ Assertiveness
Information Seeking
Conceptual Thinking
Types of Competencies
Threshold Competencies
Differentiating Competencies:
Key Competencies
Leadership
Strategic vision
Value creation
Customer orientation
Technical expertise
Functional expertise
Risk orientation
Types of Competencies
126
Executive/Managerial/Leadership Competency
Progress as per level
. People and Task Competencies
Conceptual Competency
Cognitive and Application
. Learning and Unlearning
Functional Competency
Expertise in Body of knowledge
. Use and develop processes, models, products
Measuring competency
Business
Functional
People
Customer
Excellence in Performance
Functional Competence
Leadership Competence
Entry / Junior
Top
Middle
Senior
Behavioral Iceberg
Visible
Skill
Knowledge
Capability
Values
Self-Image
Trait
Hidden
Motive
Competence in specific
content areas
Consistent responses to
Situations and information
Emotions, Desires, Needs
Competency Framework
COMPETENCY IDENTIFICATION
1.
Identification process
COMPETENCY MAPPING
2.
Consolidation of checklist
1.
COMPETENCY FRAMEWORK
3.
Strategy-Structure
Congruence
1.
Core competencies
(Organization wide)
4.
2.
Structure Role
Congruence
2.
Business competencies
(Unit specific)
3.
3.
People Competencies
(Team Specific)
Vertical &
horizontal Role
linkages
4.
4.
Role competencies
(Role Specific)
Positioning to bring
in competitive
advantage
COMPETENCY ASSESSMENT
- Background information + validation
- Assessment Center
COMPETENCY DEVELOPMENT
1.
Current Role
2.
3.
Areas of improvement
4.
Action Plan
INTEGRATION OF HR
FUNCTION
1.
PMS
2.
T&D
Effective Competency
Model
Competency Model
Market Realities
Business strategy
Vision/Mission
Stakeholder Expectations
Competency
Model
Competency requirements
Competency Assessment
Competency Development
139
Competency Frameworks
Clear and Transparent
unambiguous, logical , simple
Relevant
to business, to strategy, to employees,
to job roles
Discreet and Generic elements
generic to the organization, discreet to
the funtion
140
Care
er
Cube
Simulation 2 Specialized
Role
Identify the role
Job description of the role
KRA/ KPI of the role
Competencies Generic
Key
Any special
qualifications
Level
Assessment Methodology Any special work exp.?
Selection of Assessors
Identification of Gap
Competency framework
145
Process
Process contd
Step 1
List the job roles in the organization
Step 2
Segregate the roles into generic and specialist
categories
Step 3
Identify the most critical roles in both the
categories
Step 4
List the KPAs of these roles
Step 5
Identify the key competencies for each
role
Technical/Functional
Business
Behavioral
Any other
Step 6
Identify the level E1,E2,E3,E4
Job Clusters
150
Business Cluster
Administrative Cluster
Control/ Regulatory Cluster
Purpose
Identify the leadership pipeline.
Optimize individual employee potential
Develop Talent communities
Identify talent gaps at organization level
Identify competency gaps at individual
levels
Reduce errors of judgement for critical
positions
Performance Management
PERFORMANCE MANAGEMENT
continued.
Process
continued
Performance Management as a
System
Performance Planning
On-going performance communication
Data gathering, Observation and
Documentation
Performance Appraisal Meetings
Performance Diagnosis and Coaching
Back to Square One. Planning Again
To Summarize.
they want to play an active role in defining and redefining their jobs
Improving Performance
Productivity Improvement
Establish Priorities
Manpower Inventory - 6
Manpower Forecast
1- 2 years
Annual forecast
(operational plan)
Recruitment,
Contract manpower
2-5 years
Projected
manpower
(Long term plan)
Succession Plans,
training and
development,
redundancy
5+ years
Perspective Plan
(PEST Analysis)
Classification of work
Forecasting the number of jobs
Converting the number of jobs into man
hours
Converting the man hours into
manpower requirements
Total manpower
requirement
Number of employees
Categories
Grades
Total value
Value per employee
. Further
Valuation
valuation)
Monetary valuation
Capitalization Method : Capitalization of
all costs
Replacement cost method : Cost of
replacement
Economic value method : Value arrived
on the basis
of contribution
Running enterprise
Running enterprise with major
expansion plans
Enterprise in Modernization Phase
Enterprise in Diversification Phase
About to be set up
Flow of people
180
Buyrecruit
Build.develop
Borrow.contract
Bounce.downsize
Bind.retention
Boost.growth/promotion
..talent is the ability to deliver; requires
max attention
History
Advantages
Key steps
Demand Forecast
Supply Projection
Assessing Competencies
Gap Analysis
Strategy Development
Limitations
Organization as a matrix of
jobs
Simulation
189
191
Flow of people
192
Buyrecruit
Build.develop
Borrow.contract
Bounce.downsize
Bind.retention
Boost.growth/promotion
..talent is the ability to deliver; requires
max attention
with whom ?
Functional or cross functional teams?
Standardised or customised processes?
Hard:
Soft:
Numbers
Competencies
Objectives
195
196
Scenario Planning
197
Broad Assessment
Demand forecasting
Work Study Techniques
Skill and Competence
Supply forecast
198
Exercise : Hotel
International
199
Exercise : Hotel
International
Structuring of jobs
Manufacturing
Retail
IT
Finance
Services
Role Clarity
Role Clarity
Job enrichment
Job enlargement
Exercise : H R Department
Schedule 3
HR planning
Linkage with other HR functions
Influencing factors in Manpower Planning
Manpower Planning
Flowchart
Demand Forecast: 1) Activity levels
2) Business Operational
Plan
Supply Forecast : 1) Workforce Analysis
2) Employee turnover
Manpower Plan
Recruit Retain
Develo
p
Techno
logy
Redef
ne
roles
Produc
tivity
Planni
ng
Outsou Just in
rcing
time
Simply Put
What do we have
What do we need
When will we need
What is the gap
What is the plan
Scenario Planning
Activity
Applicable roles
Current level
Current number in the roles
Ratio : numbers to roles
Forecast for the change . Date1 date 2
date3
Numbers
Measuring employee
turnover
Ratios
Forecast
Supply
Demand
Forecast
Supply
Demand
Supply
Action Plan
Recruitment
Retention
Identification of teams
Retention schemes
Redefning Roles
Productivity Plan
Rationale
Manpower Planning
1)
2)
3)
4)
Cohort Analysis
Cohort Analysis .
Census analysis
Census Analysis ..
Markov Model
Assumption