The document discusses manpower planning, which involves analyzing current and future workforce needs, forecasting demand and supply, and developing action plans to address surpluses or shortages. It outlines the manpower planning process, including conducting employee profiles and productivity analyses, forecasting demand and supply through various techniques, and developing options to deal with excess or insufficient staffing levels, such as training, redeployment, hiring, or outsourcing. The purpose is to ensure an organization has the right number and skills of people to achieve its strategic goals.

1. การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร Kiattisak Sampaongern HR Manager/CPAC [email_address]

2. 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

3. 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

4. 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

5. 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

6. Increasing globalization ( การเติบโตของโลกกาภิวัฒน์ ) Emergence of new competitors ( คู่แข่งขันรายใหม่ ) Changing customer demands ( ความต้องการของลูกค้าเปลี่ยนแปลงไป ) Shortened product life cycles ( สินค้ามีอายุสั้นลง ) Heightened environmental concerns ( การให้ความสำคัญกับสิ่งแวดล้อม ) Increasing regulatory demands ( กฎกติกาใหม่ๆ ) Forces of “Change ” Joseph M. Ryan, Ph.D. Wharton School

7. What do customers want? Speed Right at the first time High standard performance Passion and experience

8. Strategic Management Process Mission Goal External Analysis Internal Analysis Human Resources Needs Skill Behavior Culture Strategic Choice Human Resources Practices Human Action Organization Performance Source : Human Resources Management 3 rd edition Gaining a competitive advantage Human Capability

9. HRM Strategy Vision Internal / External Manpower Planning Selection Process Salary Bonus Welfare Benefit Performance appraisal Potential evaluation Talent Assessment Compensation Management Performance Management 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

10. Change Globalization Global Competitor Global Mindset Technology Change Learning Organization Knowledge Base Economy Talent Performance Mgt. Development Plan Competitiveness Vision/Mission KPIs Competency HRD link to business result Value/Culture Organization Technology/Skill Business Result HRM Process Succession Plan

11. How to Create High Performance Organization? How people are serve organization target? ( ทำอย่างไร ... พนักงานทำงานตามเป้าหมายที่องค์กรต้องการ ) How talents are selected ? ( ทำอย่างไร ... จะคัดเลือกคนเก่งคนดี ) How to motivate people ? ( ทำอย่างไร .. จะจูงใจให้ทำงาน ) How people are developed ? ( ทำอย่างไร ... จะพัฒนาความสามารถพนักงาน ) How to retain people ? ( ทำอย่างไร ... จะรักษาพนักงานไว้ได้ )

12. A goal without a plan is just a wish. Antoine de Saint-Exupery

13. Manpower Planning Process

14. MANPOWER PLANNING “ process of identifying and responding to organizational needs and charting new policies, systems, and programs that will assure effective human resource management under changing conditions in the future” getting the right people at the right place on the right time www.icb.cau.edu.cn

15. Purpose of Manpower Planning Recruitment Gaps Training and Development Staff Costings Redundancy Collective Bargaining Accommodation www.ulst.ac.uk

16. 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 3 rd edition Gaining a competitive advantage

17. Manpower Analysis Employee Profiles Productivities Index Manpower demand and supply Head count Skill required Manpower forecast Future demand Future supply – Internal / External

18. Sample : Employee Profile

19. Sample : Productivities Index

20. 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

21. Need assessment process Person analysis Organization analysis Task analysis Source : Human Resources Management 3 rd 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

22. Forecasting Future Demand (2) Techniques Used to Forecast Demand: Systematic Techniques Time series or ratio trend analysis Work-study approach Productivity trend analysis Managerial Judgement Combined Approach (1+2) Working back from costs

23. 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

24. 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

25. Action Plan Situation Plans: Redundancy Redeployment Retirement Recruitment Training Retention Succession Option Plan Outsourcing

26. Manpower Planning Management

27. Manpower Management Surplus – Shortage Restructure Skill Required

28. Sample : Manpower Planning Productivities Reject & Rework Manpower Turnover Existing

29. % Productivities Index Sample : Manpower Planning

30. Dealing with an Oversupply of Manpower 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

31. Dealing with an Undersupply of Personnel Hire additional workers Improve productivity through training Use overtime Add additional shifts Reassign jobs Use temporary workers Improve retention

32. Recruitment Job Choice Vacancy Applicant Recruitment Sources Company policy Recruiter Internal – external recruiting Market positioning and company image Internal – external source Collage and universities Employment agencies

33. 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, Corporate Culture, Actual Possibilities 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)

34. 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 3 rd edition Gaining a competitive advantage

35. 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 3 rd edition Gaining a competitive advantage

36. 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

37. ANY QUESTION? "The important thing is not to stop questioning." Albert Einstein