The document summarizes a presentation by Nyi Nyi Maung on strategic people resourcing in Myanmar. It outlines several constraints to effective resourcing in Myanmar, including skills shortages and mismatches, cultural factors like short-term thinking, and educational issues. It then discusses different resourcing strategies organizations can take depending on whether their goal is growth, stability, or reduction, and contingency plans for when certain types of workers are available or not. The presentation emphasizes that there is no single best approach and organizations need comprehensive understanding to develop the right response.

1. Myanmar HRD Forum
Presented by Nyi Nyi Maung
Secretary-General (HRD and R&D) of
Myanmar Society For Human Resource Management (MSHRM)
&
M.D. cum Principal of EVER UP Human Resources Institute.
August 29, 2014
Sedona Hotel, Yangon.
Strategic People Resourcing
Organized by

2. Aim
•To know about factors limiting to people resourcing in Myanmar
•To explore dimensions Myanmar culture in people resourcing
•To provide the guidelines for people resourcing strategy
Presented by Nyi Nyi Maung

3. Talent
Constraints
Presented by Nyi Nyi Maung

4. General constraints in Myanmar
Inflation and interest rates
Saving
Workforce expectations
Language difficulties
Economic Policy
Comprehensive Legislation and legal enforcement
Culture
Corruptions
Infrastructure
Education
Marketable skills level
International Competition
Political stability
Sanctions
Tax level
Presented by Nyi Nyi Maung

5. Problems in the Myanmar employment market
•Skill shortage
•Skill mismatch
•Expectation mismatch
•Job hopping
•head-hunting
•Top up job placing (internal inequity)
•No realistic Job preview (RJP) provided by employers
•Candidates in general have Lack of qualified education.
•Difficult to enhance capability
•Education is now inflated.
•Seeking certificates not qualification
Presented by Nyi Nyi Maung

6. Cultural aspects
•Short-term oriented
•Poly chronic culture
•Weak teamwork role
•Long time taken to built trust in employment relations
•Bias is our daily ornament
•Try more to get with less qualified becoming
•Quality compromising
•Over reliance on intuition
Presented by Nyi Nyi Maung

7. Achieving strategic objectives by People resourcing
•People resourcing has both options of recruitment & growth and reduction in headcount.
•Therefore how it could be done may ask the question of which way is the best to serve value apprehension?
•Thus it allows third party to do such tasks.
•Rightsizing
•Finding the optimal size and composition of the workforce to meet the strategic requirements of the business is known as rightsizing.
Presented by Nyi Nyi Maung

8. STRATEGY: The need for vertical Integration
•Growth strategy and people resourcing
•Stability and people resourcing
•Reduction and people resourcing
Presented by Nyi Nyi Maung

9. Growth strategy and people resourcing
•If orgainzation is going to expend, the first issues will resourcing problem.
•The challenges are going to high when skills required are scare.
Presented by Nyi Nyi Maung

10. Questions
•Are there sufficient skills…?
–In the local market
–In the country
–Overseas
National
Local
Overseas
Presented by Nyi Nyi Maung

11. In local labor market
•If Yes:
–How many ?
–What rate ?
–How quickly would they be available ?
•If No:
–grow our own skilled workforce
Presented by Nyi Nyi Maung

12. In National labor Market
•If yes:
–In which part and what numbers ?
–Are they likely to be mobile ?
•If No:
–Need to look overseas
–Actively engage with universities
Presented by Nyi Nyi Maung

13. Overseas Labor Market
•If yes:
–Where in the world?
–Educated to what standard
–Immediately transferable?
–Able to obtain visa
•If No:
–Can the job be redesigned?
–Is there a third party outsourcer?
Presented by Nyi Nyi Maung

14. Stability strategy and people resourcing
•The organization expecting stability in the workforce will still have a number of strategic decisions it wishes to make.
•The strategic plan must be Retention
•Flexibility and Multi-skilling
•Fitting the job to the person than fitting the person to the job
Presented by Nyi Nyi Maung

15. Reduction strategy and people resourcing
•The people planner faces a number of options as how to reduce the headcount painlessly to those affected, within minimum disruption to the business and the lowest cost.
1.Natural attriton
2.Voluntary redundancy
3.Compulsory redundancy
Presented by Nyi Nyi Maung

16. Natural attrition
•What Does Natural Attrition In Employment Mean?
•The gradual reduction in the number of employees by natural means, for example, by retirement, resignation or death.
•Natural attrition is sometimes used as an alternative to retrenchment when an organisation wants to reduce its workforce.
•Very appealing
•Because it is an organic way to downsizing
Presented by Nyi Nyi Maung

17. Voluntary redundancy
•Voluntary redundancy programs
•Less confrontational
•Prepare for more attractive redundancy package
•This increases the cost, but these are hopefully recovered through less management time than would be involved in a compulsory program.
Presented by Nyi Nyi Maung

18. Compulsory redundancy
•The most confrontational and disruptive reduction
•Required to consult with employee representatives and employees themselves
•use selection criteria
•Ensure fairness ( Point score system & LIFO)
Presented by Nyi Nyi Maung

19. Contingency planning
If a high number of low skilled workers available
If a high number of highly skilled workers available
If a high number of intermediate skilled workers available
Presented by Nyi Nyi Maung

20. Want to have high number of low skilled workers available (contingency action would be)
Redesign the job
Off shore ( Low wages)
Splitting them into parttime
Immigrant workers
Automate Process
Presented by Nyi Nyi Maung

21. Want to have high number of intermediate skilled workers available (contingency action would be)
Create apprenticeship
Partner with local education institutions
Provide in- house course
Outsource/offshore
Presented by Nyi Nyi Maung

22. Want to have high number of highly skilled workers available (contingency action would be)
Redesign the jobs
Outsource part of the process
Partner with local universities
Recruit workers from overseas
Presented by Nyi Nyi Maung

23. Summary
•There is no single best resourcing plan that fits for all.
•So the choice will be depending on comprehensive understanding and making the response timely.
“Theories and rules are for the guidance of wise men, but the blind obedience of fools”. (Solon, the Lawmaker of Athens, 559BC)

24. Thank You
Presented by Nyi Nyi Maung