Manpower analysis spr 2012
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The document discusses strategies for human resource management (HRM) to achieve strategic goals. It notes that in today's economy, intellectual capital and employees are more powerful assets than physical or financial capital. It outlines several questions for HRM to consider regarding how to achieve a committed and competent workforce, adapt to environmental changes, balance labor and capital needs, plan future HR deployment, build incentives, and safeguard company interests. The document provides population and labor force statistics and forecasts for Pakistan, including projections for workforce size, unemployment rates, and sector employment breakdowns at national and regional levels through 2020. It discusses trends in Pakistani recruiting and challenges around brain drain, unemployment, horizontal mobility, and validating selection processes. Finally, it outlines some retention
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Manpower analysis spr 2012
- 1. STRAT ROLE OF HRM In an era when intellectual capital is mightier than other physical or financial capital, the employee is as powerful as the consumer was in the age of materialism. Diedre Maken ,2000 1
- 2. STRATEGIC ORIENTATION------- HRM Committed and competent work force. How? Adapt to changes in environment. How? Balance between capital and labor. How? Planned HR deployment for the future. How? Building incentives. How? Safeguarding company interests. How? 2
- 3. TAHA WAHAB SYED SHIRAZ RAZA NAQVI SOURCE:PAKISTAN ECONOMICAL SURVEY 3 2005-06 3
- 4. FORECASTED POPULATION & LABOR FORCE FOR PAKISTAN INTERNATIONAL POPULATION RANK: 06TH POPULATION : 171 MILLION GROWTH RATE : 1.51% LABOR FORCE : 54.92 MILLION EMPLOYED LABOR : 51.87 MILLION UNEMPLOYED LABOR : 3.05 MILLION SOURCE:PAKISTAN ECONOMICAL SURVAY 4 2005-06
- 5. LABOR FORCE BREAK DOWN (MILLION) YEAR TOTAL RURAL URBAN 2004 45.76 31.07 14.69 2005 46.82 31.79 15.03 2006 47.67 32.37 15.3 2009 50.79 35.54 15.25 SOURCE:PAKISTAN ECONOMICAL SURVAY 5 2005-06
- 6. FORECASTED POPULATION & LABOR FORCE PROVINCIAL DISTR OF WORKFORCE/ GENDER (IN MILLION) AREA TOTAL MALE FEMALE5.05 PAKISTAN 54.92 42.44 12.48 PUNJAB 33.04 24.18 8.86 SINDH 13.46 11.31 2.15 BLN 2.17 1.90 .27 KP 6.25 5.05 1.20 SOURCE:PAKISTAN ECONOMICAL SURVAY 6 2005-06
- 7. FORECASTED POPULATION & LABOR FORCE FOR PAKISTAN (AREAWISE POPULATION) (% SHARE) YEAR TOTAL RURAL URBAN 2004 100 67.90 32.10 2005 100 67.90 32.10 2006 100 67.90 32.10 SOURCE:PAKISTAN ECONOMICAL SURVAY 7 2005-06
- 8. FORECASTED LABOR FORCE PROJECTIONS (INCREASING 0.94 MILLION PER YEAR) (MILLION) YEAR TOTAL 2006 47.67 2010 51.46 2015 56.18 2020 60.89 SOURCE:PAKISTAN ECONOMICAL SURVAY 8 2005-06
- 9. FORECASTED POPULATION & LABOR FORCE FOR PAKISTAN UNEMPLOYED LABOR FORCE (MILLION) YEAR TOTAL 2006 3.66 2010 4.29 2015 5.08 2020 5.87 SOURCE:PAKISTAN ECONOMICAL SURVAY 9 2005-06
- 10. FORECASTED POPULATION & LABOR FORCE FOR PAKISTAN UNEMPLOYED LABOR FORCE (IN % OF LABOR FORCE) YEAR TOTAL 2006 07.68 2010 08.34 2015 09.04 2020 09.63 SOURCE:PAKISTAN ECONOMICAL SURVAY 10 2005-06
- 11. FORECASTED POPULATION & LABOR FORCE FOR PAKISTAN OTHER SECTOR (EMPLOYED LABOR FORCE) (% OF employed LABOR FORCE) YEARS AGRICULTURE MINING & CONSTRUCTION MANUFACTURING 2006 2010 44% 13% 6.3% 2015 2020 SOURCE:PAKISTAN ECONOMICAL SURVAY 11 2005-06
- 12. FORECASTED POPULATION & LABOR FORCE FOR PAKISTAN OTHER SECTOR (EMPLOYED LABOR FORCE) (% OF employed LABOR FORCE) YEARS TRANSPORT SERVICES OTHERS 2006 2010 5.5% 13.7% 2.3% 2015 2020 SOURCE:PAKISTAN ECONOMICAL SURVAY 12 2005-06
- 13. FORECASTED POPULATION & LABOR FORCE EMPLOYMENT STATUS BY CLASS/REGION- 2008-09 (IN MILLION) STATUS TOTAL URBAN RURAL EMPLOYERS .47 .34 .13 SELF 17.06 4.59 12.47 EMPLOYED UNPAID 14.45 1.75 12.7 FAMILY HELPERS EMPLOYEES 17.96 8.18 9.78 TOTAL 49.94 14.86 35.08 SOURCE:PAKISTAN ECONOMICAL SURVAY 13 2005-06
- 14. PAKISTANI DIASPORA • Expand & upgrade skill/job capacity. • “Young workforce” dilemma will last up-to 2050. • Urbanization increased 7 fold. In 2030, 50% pop ratio will be urban. • 7 million Pak living abroad. Remits $ 8 bill annually. • Expand NAVTEC, SDC & CWA • Close monitoring of Key Indicator for Labor Markets (KILM). 14
- 15. RECRUITING TRENDS IN PAKISTAN 15
- 16. THE PAKISTANI SCENARIO COPING WITH BRAIN DRAIN. UNEMP NUMBER PREPONDEROUS EFFECT ON EACH VACANCY EVERY CANDIDATE NOT A SERIOUS CANDIDATE. ANCHORED TO THE HOMETOWN. JOB ASSURANCE FOR TECHNOCRATS. MIDDLE MANAGEMENT GROUP BELIEVES IN HORIZONTAL MOBILITY. TESTS ARE UNSTRUCTURED AND UN VALIDATED. EVERY VACANCY IS NOT ADVERTISED A BIRD IN HAND IS WORTH TWO IN THE BUSH. 16
- 17. RETENTION • Employee retention refers to policies and practices companies use to prevent valuable employees from leaving their jobs. 17
- 18. DUAL CAREER PATH SYSTEM • A dual-career-path system enables employees to remain in technical career or move into a management career path. 18
- 19. Ma y-0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 0 4 Ju l-0 Se 4 p- 0 No 4 v-0 Ja 4 n-0 Ma 5 r- 0 Ma 5 y-0 5 Ju l-0 Se 5 p- 0 No 5 v-0 Ja 5 n-0 Ma 6 r- 0 Ma 6 y-0 6 (Source: ROZEE.PK) Ju l-0 Se 6 p- 0 No 6 v-0 Ja 6 n-0 Ma 7 r- 0 Ma 7 y-0 7 Pak Companies Recruiting on the Web
- 20. Obtaining Greater Employee Commitment and Performance for maximum results Talat Naseer GlaxoSmithKline 20
- 21. The reality • Your company is a short stop • Globalization • Skill shortages • Dynamic work and corporate environments • Mergers and Acquisitions • Outsourcing and off shoring 21
- 22. Developing a commitment strategy • Developing Ownership • Communication Programs • Leadership Development 22
- 23. HUMAN CAPITAL Represents the human factor of the organization; the combined intelligence, skills and expertise that gives the organization its distinctive character. The human elements of the organization are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of the organization. Bontis 1999 23
Editor's Notes
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- HRM SOURCE:PAKISTAN ECONOMICAL SURVAY 2005-06
- 09/21/12 2.21Dolphin.ppt $1.2 Billion per month in the Silicon Valley area alone! $1 Trillion rupees is 10 kharab rupees, roughly times the Pakistan military yearly budget.
- Your company is a short stop Be very clear in your mind that your company is a stepping stone for many of your high potential and talented employees. Just as you use your employees to get better results and performance for the company, they use you to develop themselves, gain experience and exposure and use this base as a jump to the next position or the next company. The employment contract is two way. A WIIFM on both sides. Globalization Some of the positive effects of globalization is that it helps a company to up their standards of work, helps them to learn faster from companies that are getting it right, helps develop skills and competencies that can be transferred to virtually any corner of the globe. Some of the downsides for companies of globalization is that employees now are more technically and environmentally aware, they have more choices and options, they have removed the blinders that we thought we had put on them, The focus has moved from “ you are lucky you have a job with us” to “ you are lucky we choose you to work with”. Skill Shortages There is skill shortage in all sectors. With economic development and investment come more jobs, however are we prepared for this upsurge. Are our universities aware of the kinds of competencies that are needed and in which sectors? Unless the two are married and are working in congruence, the gap between demand and supply of good skill will continue to widen. Dynamic work and corporate environments Standards have changed, compliance has become a huge area in most corporations even local ones, as local companies often export their goods, and they also need to comply now with global compliance standards, policies and legislation, both in terms of employment conditions and in terms of quality of goods. Countries that are low cost manufacturing centers like China and India are now forces to reckon with as they are starting to become centers of excellence and will continue to take the business away from us. Mergers and Acquisitions This is a reality and the buzzword of the day is Execute or be executed. Just some example of mergers and acquisitions. GW and SB to GSK RBS and ABN AMRO ABN AMRO and Prime bank Standard Chartered and Grind lays SCB taking over Union Bank Union Texas and Amoco taken over by BP ICI being bought over by AZKO Nobel And most recently Tate Motors are bidding for Jaguar and Land Rover owned by Ford Motors
- Developing Ownership A sense of belonging is enhanced if there is a feeling of ownership among employees, not just in the literal sense of owning shares (although this can help) but in the sense of believing they are genuinely accepted by management as key stakeholders in the organization. This concept of ownership extends to participating in decisions on new developments and changes in working practices that affect the individuals concerned. They should be involved in making those decisions and feel that their ideas have been listened to and that they have contributed to the outcome. Communication Program It may seem to be strikingly obvious that commitment will only be gained if people understand what they are expected to commit to, but managements too often fail to pay sufficient attention to delivering the message in terms that recognize that the frame of reference for those who receive it is likely to be quite different from their own. Managements expectations will not necessarily coincide with those of employees. And, in delivering the message, the use of different and complimentary channels of communication such as newsletters, briefing groups, videos and notice boards is often neglected. Leadership Development Commitment is enhanced if managers can gain the confidence and respect of their teams, and development programs to improve the quality of leadership should from an important part of any strategy for increasing commitment. Management training can also be focused on increasing the competence of managers in specific areas of their responsibility for gaining commitment, such as performance management.