Course Objectives
- Consider a number of strategic models for manpower planning
- Master and be able to use methods to explore predictive trends.
- Develop business techniques in order to manage the manpower planning process
- Plan and implement action plans for self and individuals/managers involved in the Manpower Planning process
Course Outlines
Day 1
Manpower, forecasting, trend analysis, and Training planning
- Understanding trends – examples and exercise
- Use of predictive software to support the supply of manpower
- How to measure relationships and understand results – exercises
- The need for using unit costs – exercise
- Individual measurements, exactly how competencies are structured
- Managing expectations and individual’s needs
- Measuring and forecasting individual’s performance using behavioral techniques
Day 2
The dynamic role of manpower planning vis-à-vis Training Management
- Introductions, programmed, objectives, and ways of working
- HR models and how to satisfy potential future organizational structures
- The growing business importance of HR manpower planning (HRMP)
- The changing shape of organizations and work requirements – the effects on today’s organization
- Trends – right-sizing; what’s appropriate – use of decision-making tools and examples
- The four main areas of manpower planning – Strategic focus, Data and analysis, manpower planning, and people development including a case study
Day 3
Making the Manpower planning process fit together to maximize results
- The use of management tools and techniques to achieve maximum effect
- Why performance appraisals on their own don’t work for selection into development pools
- Three approaches, talent pool, individual selection, and headhunting
- The cooperation needed in order to achieve the business benefits
- How the whole manpower planning process should ‘fit’ together with HR & Training function
Day 4
The strategic focus on manpower planning from first principals
- The new HR strategic map
- How to use a strategic template – exercise and case study
- Measuring organizational maturity – a trigger for manpower planning activities – exercise
- Converting strategy into workable plans, the collection, and analysis of business data to trigger appropriate action
- Techniques for delivering on time and on budget
Day 5
Manpower supply – Business planning and manpower re-engineering
- Selecting the “right” principal for manpower supply
- Consider the three approaches to succession planning
- The use of pre-selection for key posts – the role of psychometric testing, emotional intelligence assessment centers, agreements, and visual development maps
- Business review – why manpower planning should be considered and where it has an impact
- Explore the linkages and interrelation with training
