Human Resource Planning Process
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The document provides information on human resource planning for Galbode Estate, including: 1) A forecast of future HR demand using ratio and unit analysis methods, projecting needs for executives, staff, workers, and capital works from 2014-2016. 2) An estimate of available HR supply through internal promotions and external recruitment to meet forecasted demand. 3) An analysis of potential excesses or shortages in meeting forecasted demand by role from 2014-2016 and methods for filling vacancies.
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Human Resource Planning Process
- 1. Master of Business management Human Resource Management Human resource planning 1
- 4. Ensure the sustainability of our existing businesses and to exploit appropriate opportunities for growth. 4
- 6. Organization: • Hapugastenne Plantations PLC • Company Reg. No. PQ 62 Business : • Plantation Management • Main Products : Tea, Rubber, Timber Strategic Business Units: • 21 Estates in 04 Groups • 19 Tea factories 6 Hapugastenne Plantations plc
- 8. 8 Tea Revenue - 66.5 97.0 Immature - 30.5 Rubber Young - 60.5 217.0 Old - 123.5 Immature - 33 Forestry 159.0 Cinnamon 10.5 Total 461.5 Production Area (ha) Galbode Estate
- 9. • Tea 525,000 kg • Rubber 3,575 kg • Cinnamon 2,000 kg 9 Annual Production Galbode Estate
- 10. Superintendent Asst. Supdt. Field Office Asst. FO Field workers Field Officer Asst. FO FW Asst. Supdt. Field Officer Asst. FO FW Factory Officer Asst. Fac. O Fac. Workers Technical Stafff Office Med/ WF Drivers 10 Organizational Structure
- 11. • Executives – Superintendent 01 – Asst Superintendent 02 • Field Staff – Field Officers 06 – Junior Field Officers 07 • Factory Staff – Factory officer 01 – Asst. Factory Off 02 – Jnr. Asst Factory Off 03 • Office – Chief Clerk 01 – Clerk 02 – Jnr. Clerk 01 11 Staff at Galbode Estate
- 12. • Medical / Health Staff – Midwife 01 – Welfare officer 01 – Child Develop: Officer 01 • Technical Staff – Elect: / Mechanic 01 – Lathe machine operator 01 – Boiler Operator 01 • Drivers – Lorry Drivers 02 – Tractor driver 01 – Jeep driver 01 12 Supporting Staff at Galbode Estate
- 13. • Workers – Rubber • Permanent 140 • Casual 46 • Worker out turn 96% – Tea • Permanent 191 • Casual 56 • Worker out turn 76% 13 Workers at Galbode Estate
- 14. Forecasting future HR demand
- 15. Influenced by • Strategic Plan Ex: Crop diversification • Production method Ex: Sheet Rubber instead of direct latex, CTC instead of Orthodox Tea • Employee Retirement, Death • External factor Ex: Foreign Employments, Competitors, Labour demand in other trades Factors effects Forecasting future HR demand
- 16. Strategic Plans. • Crop diversification Forecasting future HR demand
- 17. •Sheet Rubber instead of Direct latex •CTC instead of Orthodox Tea Forecasting future HR demand
- 18. • Foreign Employments • Competitors • Labour demand in other trades External factor Forecasting future HR demand
- 19. Company uses following technique for forecast future HR demand 1.Ratio Analysis method 2.Unit Forecasting method Forecasting future HR demand
- 20. Ratio analysis method Each estate uses this method to forecast their HR requirement Examples: Superintendent :01 for each estate Field officers :01 for each division Factory officers :01 for each factory Tea Pluckers :01 for 6,000 kg /year Rubber Tappers : 01 for 1,300 kg/year Forecasting future HR demand
- 21. • Each and every manager does their own forecasting and forward it to top management. Then the final forecast will be done by top management. Ex: Each estate forecast future HR demand using Ratio Analysis method for next 03 years forward to the General Manager General Managers the accumulate the forecasts - Forward to the head of HR of the company HR division forecasts for entire company - forward to the board of directors Forecasting future HR demand
- 22. Crop Description General Charges Field works & Cultivation Plukcing Variable Plukcing Fixed Direct Fatory Labour Factroy Fixed Labour Labour on Bought Leaf Manufacture - Direct - Fixed Other Revenue Labour Total Labor on Revenue Work 57,643 51,703 57,643 Jan Feb Mar 590 590 590 673 163 916 1,593 1,416 1,593 191 191 191 134 119 134 27 26 27 705 627 705 130 129 130 4,043 3,261 4,286 56,703 57,643 56,703 Apr May Jun 590 590 590 987 949 205 1,416 1,593 1,416 189 191 191 119 134 119 26 27 26 627 705 627 130 130 130 4,084 4,319 3,304 61,703 61,703 62,643 Jul Jul Sep 590 590 590 514 514 559 1,416 1,416 1,593 191 191 191 119 119 134 27 27 26 627 627 705 130 130 130 3,614 3,614 3,928 61,703 61,703 56,707 Oct Nov Dec 590 590 591 802 598 225 1,416 1,416 1,412 191 191 189 119 119 124 27 26 27 627 627 629 130 130 130 3,902 3,697 3,327 704,200 Total 7,081 7,163 17,696 2,286 1,493 319 7,838 1,559 45,435 22 Forecasting future HR demand
- 23. Description Total Labour on Revenue Work Labour on Capital Tea: Infilling Re- Planting- Upkeep Rehabilitation -Grass Timber/Fuelwood Cinnamon Rubber TOTAL LABOUR DAYS JAN FEB MAR 4,043 3,261 4,286 11 19 10 1,701 694 620 - - - - 41 - 235 95 193 117 117 117 6,107 4,227 5,226 TOTAL 45,435 2,396 7,299 3,188 820 1,600 1,407 62,145 OCT NOV DEC 3,902 3,697 3,327 11 448 442 346 1,137 25 - 313 - 38 - 164 100 80 140 117 117 118 4,514 5,792 4,216 JUL AUG SEP 3,614 3,670 3,928 452 440 463 358 578 371 906 - - 115 164 102 100 132 105 117 118 117 5,662 5,102 5,086 APR MAY JUN 4,084 4,319 3,304 1 66 33 235 345 889 - - 1,969 196 - - 200 95 125 118 117 117 4,834 4,942 6,437 23 Example Unit forecast
- 24. • Employee turnover – Workers 7%, Staff 1.5% • Labor outturn – Tea 76%, Rubber 96% • Productivity improvements – Tea 10% per year • Crop improvements / new crop – Annual 10% increment, Cinnamon • Crop intake per worker – Tea: 21.5 kg / day & Rubber : 05 kg /day • No of working days per year – Collective agreement : Tea 300 days, Rubber 260 days 24 Forecasting future HR demand
- 25. Executives 03 Field Staff 13 Factory Staff 06 Office Staff 04 Medical / Health Staff 03 Technical Staff 03 Drivers 04 Workers 433 Currently Estate Workers Forecasting future HR demand
- 26. Requirement Available Executives 2014 2015 2016 2014 2015 2016 Superintendent 01 01 01 01 01 01 Asst. Superintendent 02 02 02 02 02 02 Total 03 03 03 03 03 03 Requirement Available Field Staff 2014 2015 2016 2014 2015 2016 Field Officers 06 06 06 06 05 05 Jnr. Field officers 06 07 07 06 06 06 Total 12 13 13 12 11 11 26 Forecasting future HR demand
- 27. Requirement Available Factory Staff 2014 2015 2016 2014 2015 2016 Factory Officer- Tea 01 01 01 01 0 0 Factory Officer - Rubber 00 01 01 00 00 00 Factory Officer - Cinnamon 00 00 01 00 00 00 Asst. Factory Officer 02 04 04 02 02 02 Jnr. Asst Factory Officer 03 04 04 03 03 03 Total 06 10 11 06 05 05 27 Forecasting future HR demand
- 28. Requirement Available Office Staff 2014 2015 2016 2014 2015 2016 Chief clerk 01 01 01 01 00 00 Clerk 02 02 02 02 02 02 Junior Clerk 01 01 01 01 01 01 Total 04 04 04 04 03 03 28 Forecasting future HR demand
- 29. Requirement Available Factory Staff 2014 2015 2016 2014 2015 2016 Factory Officer- Tea 01 01 01 01 00 00 Factory Officer - Rubber 00 01 01 00 00 00 Factory Officer - Cinnamon 00 00 01 00 00 00 Asst. Factory Officer 02 04 04 02 02 02 Jnr. Asst Factory Officer 03 04 04 03 03 03 Total 05 10 11 06 05 05 29 Forecasting future HR demand
- 30. Forecasting future HR demand Requirement Available Office Staff 2014 2015 2016 2014 2015 2016 Chief clerk 01 01 01 01 00 00 Clerk 02 02 02 02 02 02 Junior Clerk 01 01 01 01 01 01 Total 04 04 04 04 03 03 Medical / Health Staff 2014 2015 2016 2014 2015 2016 Midwife 01 01 01 01 01 01 Welfare officer 01 01 01 01 01 01 Child Develop: Officer 01 01 01 01 01 01 Total 03 03 03 03 03 03
- 31. Requirement Available Technical Staff 2014 2015 2016 2014 2015 2016 Elect: / Mechanic 01 01 01 01 01 01 Lathe machine operator 01 01 01 01 01 01 Boiler Operator 01 01 01 01 01 01 Total 03 03 03 03 03 03 Drivers 2014 2015 2016 2014 2015 2016 Lorry Drivers 02 02 03 02 02 03 Tractor driver 01 01 01 01 01 01 Jeep driver 01 01 01 01 01 01 Total 04 04 05 04 04 05 Forecasting future HR demand
- 32. Requirement Available Workers 2014 2015 2016 2014 2015 2016 Tea Harvesting 59 58 57 59 54 51 Rubber Tappers 100 102 104 101 94 87 Sundry workers 74 74 74 70 63 57 Factory - Tea 37 40 44 37 40 44 Factory - Rubber 0 12 14 0 0 0 Factory - Cinnamon 0 0 15 0 0 0 Total 270 286 293 267 251 239 Forecasting future HR demand
- 33. Requirement Available Capital Works 2014 2015 2016 2014 2015 2016 Tea: Infilling 8 6 4 8 6 4 Re-Planting- Upkeep 24 30 29 24 30 29 Rehabilitation -Grass 11 8 11 11 8 11 Timber/Fuel wood 3 3 3 3 3 3 Cinnamon 5 5 5 5 5 5 Rubber 5 5 5 5 5 5 Total 56 57 57 56 57 57 Forecasting future HR demand
- 35. Estimate HR supply • Company uses both Internal & External Supply to estimate HR supply 35
- 36. • Executives and senior staff vacancies – • from internal Supply • Trainee Executives and junior staff vacancies - from external Supply • Permanent labour vacancies – from internal Supply – Casual workers • Special skills & casual labour – from external Supply 36 Estimate HR supply
- 37. • Internal & external HR recruitment • Executives – by Group HR Head & Directors • Staff - by Head / HR with GM • Workers – by Estate Superintendent 37 Estimate HR supply
- 38. • Senior staff will not promote as plantation executives (i.e. Superintendents or Asst. Superintendents) • Workers will not promote as staff • Children of executives, staff or workers can recruit for any position upon qualifications • Recruitment priority is for employee children 38 Estimate HR supply
- 39. For executive & managers • “skills inventory” model in ERP system • Basic “management inventory” model – need improvements (No info on Mgt. systems developed & implemented, creative works and innovations ) 39 Estimate HR supply
- 40. For staff, • Basic “skills inventory” model available • No proper “management inventory” model • Only basic information • Need improvements 40 Estimate HR supply
- 41. • Head of HR & Board of directors develop “Succession Plan” for the Managers / executive • “Routes to Grow” - 03 year on the job management training for the Managers/ executives • It analyze the competencies of employee • Develop plan for individuals to enhance the competencies in weaker areas 41 Estimate HR supply
- 42. Excess / Shortage Vacancy due to Filling method 2014 2015 2016 Field Officers 0 -1 0 Retire Promotion Jnr. Field officers 0 -1 -1 Expansion Recruitment FO - Tea 0 -1 0 Retire Promotion FO - Rubber 0 -1 0 Expansion Recruitment FO - Cinnamon 0 0 -1 Expansion Recruitment Asst. FO 0 -2 0 Expansion Recruitment Jnr. Asst FO 0 -4 -3 Expansion Recruitment Chief clerk 0 -1 -1 Retire Promotion Tea pluckers 0 -4 -6 Retire Suppressed Rubber Tappers 1 -8 -17 Retire Recruit Sundry workers -4 -11 -17 Retire Suppressed Fac: workers - Rubber 0 -12 -14 Expansion Recruit Fac: workers - Cinnamon 0 0 -15 Expansion Recruit
- 43. Excess / Shortage Vacancy due to Filling method 2014 2015 2016 Jnr. Field officers 0 -1 0 Expansion Recruitment FO - Rubber 0 -1 0 Expansion Recruitment FO - Cinnamon 0 0 -1 Expansion Recruitment Asst. FO 0 -2 0 Expansion Recruitment Jnr. Asst FO 0 -4 -3 Expansion Recruitment Rubber Tappers 1 -8 -17 Retire / Exp Recruitment Fac: workers - Rubber 0 -12 -14 Expansion Recruitment Fac: workers - Cinnamon 0 0 -15 Expansion Recruitment
- 44. 44 Compare forecast demand with estimated supply
- 45. Process use by Finlays • Enterprise resource planning (ERP) • Digital / ICT culture • Linked network 45 Compare forecast demand with estimated supply
- 46. Demand Supply method 2014 2015 2016 Field Staff 0 2 1 Promotion Factory Staff 0 8 1 Promotion Office Staff 0 1 0 Promotion Tea Field workers 4 15 23 Suppressed Rubber Field workers 0 8 17 Recruit Factory workers 0 12 17 Recruit Compare forecast demand with estimated supply
- 47. Highest demand for Tea, Rubber & sundry workers Can Finlays achieve demand 0 5 10 15 20 25 2014 2015 2016 Field Staff Factory Staff Office Staff Tea Field workers Rubber Field workers Factory workers
- 48. 0 5 10 15 20 25 30 35 below 20 20 -25 26 - 30 31- 35 36 - 40 41 - 45 46 - 50 51 - 55 above 55 Age distribution of workers – Galbode Estate Tea Rubber Risk of future supply – young generation migrate to cities State in danger
- 49. Demand 2014 2015 2016 01 Field Officers 0 1 1 02 FO - Tea 0 1 0 03 Chief clerk 0 1 0 New Asst. Field Officer 1 1 01. Field Officer vacancy An Assistant Field Officer will promote to the vacant position A Trainee Assistant Field Officers will recruit 06 months prior to the retirement Vacancy due to Supply method 01 Field Officers Retire Promotion 02 FO - Tea Retire Promotion 03 Chief clerk Retire Promotion New Asst. Field Officer Promotion Recruit Example cont:
- 50. Demand 2014 2015 2016 01 Field Officers 0 1 1 02 FO - Tea 0 1 0 03 Chief clerk 0 1 0 New Asst. Field Officer 1 1 New Jnr. Asst. Fact: Officer 1 02. Factory Officer – Tea vacancy An Assistant Factory Officer will promote to the vacant position A Junior Assistant Factory Officer will promote to fill the vacancy of Asst. FO created by above promotion A Junior Assistant Factory Officer will recruit 06 months prior to the retirement Vacancy due to Supply method 01 Field Officers Retire Promotion 02 FO - Tea Retire Promotion 03 Chief clerk Retire Promotion New Asst. Field Officer Promotion Recruit New Jnr. Asst. Fact: Officer Promotion Recruit Example cont:
- 51. Demand Vacancy due to Supply method2014 2015 2016 01 Field Officers 0 1 1 Retire Promotion 02 FO - Tea 0 1 0 Retire Promotion 03 Chief clerk 0 1 0 Retire Promotion New Asst. Field Officer 1 1 Promotion Recruit New Jnr. Asst. Fact: Officer 1 Promotion Recruit New Junior Clerk 1 Promotion Recruit Example cont:
- 52. 52 • 03. Chief Clerk vacancy • A Clerk will promote to the vacant position • A Clerk will promote to fill the vacancy of clerk created by above promotion • A trainee junior clerk will recruit 06 months prior to the retirement Example cont:
- 53. Demand Vacancy due to Supply method 2014 2015 2016 Jnr. Field officers 0 1 0 Expansion Recruitment FO - Rubber 0 1 0 Expansion Recruitment FO - Cinnamon 0 0 1 Expansion Recruitment Asst. FO 0 2 0 Expansion Recruitment Jnr. Asst FO 0 4 3 Expansion Recruitment Rubber Tappers 1 8 17 Retire / Exp Recruitment Fac: workers - Rubber 0 12 14 Expansion Recruitment Fac: workers - Cinnamon 0 0 15 Expansion Recruitment Why and when
- 54. 54 • Jnr. Field Officer & Jnr. Asst. FO - recruit as trainees • FO – Cinnamon – recruit on recommendations of Export Ag. Dept. • FO – Rubber – Head hunting • Rubber tappers & factory workers – from casual workers • Cinnamon workers – recruit as trainees from adjacent villages Who and how
- 55. Demand Vacancy due to Supply method 2014 2015 2016 Tea pluckers 0 4 6 Retire Hiring Freeze Sundry workers 4 11 17 Retire Hiring Freeze •Instead of Tea pluckers – Outsourcing of tea fields & shear harvesting •Instead of Sundry workers – Mechanizing ( weeding by brush cutters) & outsourcing Tea pluckers and sundry workers
- 56. Demand Supply Net employee requirement Supply method Field Officers 1 1 0 Promotion Jnr. Field officers 4 0 4 Recruitment FO - Tea 1 1 0 Promotion FO - Rubber 1 0 1 Recruitment FO - Cinnamon 1 0 1 Recruitment Asst. FO 2 0 2 Recruitment Jnr. Asst FO 5 0 5 Recruitment Chief clerk 1 1 0 Promotion Junior Clerk 1 0 1 Recruitment Tea pluckers 10 0 10 Hiring Rubber Tappers 25 25 0 Recruit Sundry workers 32 0 32 Hiring Fac: w – Rubber 14 0 14 Recruit Fac: w – Cinnamon 15 0 15 Recruit Net employee requirement
- 57. Finlays reduce uncalculated the shortage • Give promotions • Giving bonus • Rewarding best workers • More rubber • Welcome relations • Hand to next generation • Love and affection • Job verification 57
- 58. •Galbode Estate indicates net shortage of employees •Highest Shortage in worker category •Currently worker supply available through casual worker force •Estate plans freeze further hiring of workers for tea field works Galbode Estate and Finlays….
- 59. •No difficulty to recruit new executives or staff due to the company reputation •At present company has 86 applications for trainee executives •208 applications at GM’s office for different staff categories •Estate has identified risk of labour migration due to post war development in other parts of the country Galbode Estate and Finlays….
- 60. 60 Strategies to be taken
- 61. Galbode Estate… 61 • Negative Employment requirements • No requirement of executives • Mediocre demand for staff • Highest demand for workers • Estate plans to freeze hiring of workers in tea fields/ sundry
- 62. Executives • Yet enough attraction • But downward trend – New opportunities – Traditions – Infrastructure – Remoteness 62 Staff • No or insignificant change in attraction • Downward trend in skills RECRUITMENT
- 63. Internal supply through promotions • Only junior positions will be recruited • All employee have equal opportunity to climb the ladder • Company provides enough space and time to grow 63 HR SUPPLY EXECUTIVES & STAFF
- 64. Internal supply – Executives & Staff 64 • Identify competencies • Evaluate performance • Training individuals • Succession plan PREPARING EXECUTIVES & STAFF FOR FUTURE DEMAND
- 65. POTENTIAL HighGrowth Potential ENIGMA – New to Role/Role Mismatch GROWTH EMPLOYEE NEXT GEN: LEADER Growth Potential - DILEMMA – Role Dilemma / New to Role CORE EMPLOYEE HIGH IMPACT PERFORMER No/Limited GrowthPotential UNDER PERFORMER EFFECTIVE TRUSTED PROFESS- IONAL New Role/ Does not meet/Partially meets Expectations Meets expectations Exceeds expectations PERFORMANCE 65 THE TALENT GRID TO SUCCESSION PLAN
- 66. Workers • Migration to towns for new jobs • Foreign employment • Social status • Attractive new industries 66 HR SUPPLY WORKERS
- 67. • nnsnsn 67 Strategy method objectives Freeze hiring Reduction of work force introducing less labour intensive crops. To restructure / right size the work force by 2016. Continue with crop diversification Increase Labour Productivity Outsourcing of fields for harvesting and contract work. To out source 20% of tea fields for harvesting Capital substitution Shears harvesting /machine harvesting of tea fields. Automation of factories. To continue trials with 500 shears and 02 machines in 2014/15 & automate 04 factories by 2016 STRATEGY FOR WORKERS
- 68. 71 Thank you
- 69. 72
Editor's Notes
- Insert Plucker productivity