Recent articles have projected a significant growth in HR – leading in this expansion is New Workforce planning –the dynamic arm of HR. New workforce planning is significantly different to the old manpower planning – it uses new techniques, innovative predictive software and produces accurate financial results. This program is in the vanguard of these new practical and hands on techniques and processes. Five good reasons for attending – find out how to:

·         Use a strategic template to organise New Workforce Planning objectives and outcomes

·         Understand and be able to design structures in organisations using three templates

·         Use a new set of formulas that work

·         Use trend and correlation information to produce predictive forecasts

·         Master the new approaches to session planning, workflow design and Business Process Mapping

By the end of the program, participants will be able to:

• Use and understand the HR strategic model and its impact for manpower planning
• Master the key data managers for manpower planning information production
• Mater organizational design and organizational structures including downsizing and more importantly right sizing
• Plan succession planning effectively using the three approach method
• Know how to produce predictive forecast information and its benefits to the organization
• Show other how to do business process mapping and demonstrate the benefits of workflow management

HR Personnel, Managers, and those responsible for organizational efficiency. Anyone who is interested in how to maximize your human resource. All existing personnel involved in either manpower planning or succession planning who wish to significantly upgrade their skills and knowledge.

Structure and Strategy for HRP

• Introduction and seminar objectives
• The difference between the old and new roles of manpower planning
• How HRP departments need to be structures
• The three principal areas of operation in today’s HRP function
• Area One - STRATEGY - What is strategy and how we are involved
• The 10 key inputs for HRP
• Predictive tools for organizational change – the LAND/MILLER model
• Case study and group exercise

Understanding Organizational Design

• The basis of organizational design
• Downsizing – case study and group work
• Right sizing any organization
• How much does the human resource cost – calculating your value – case study
• How to calculate how many people you need in any organization – group work
• Which employees give the most value? – Case study
• What does lost production cost – group work
• Review of group work

Producing Management Information

• Of the 52 formula’s used by manpower planners less that 10 really work
• What management information is critical – group work
• Two critical criteria for HRP
• Understand Competencies and their essential role in forecasting
• Demonstration on how to measure and forecast competency data
• Performance – what is it –how to measure it and how to predict it – demonstration and group work
• How to do some of the key calculations needed in today’s HRP
• Software needed for calculations and predictive forecasting

Key Process to Master in HRP

• There are 3 critical process that support and are critical to the new HRP function

o   Recruitment and selection – cost of poor recruitment – exercise review – lessons learnt

o   Performance appraisal –The key role performance appraisal has on HRP statistical information

o   Business process re-engineering – Why BPR is so essential

• How to create Business process maps – group work and case study
• How to get benefits from process mapping – group exercise
• Presenting the business benefits

Workflow Management Succession Planning & Emergency Planning

• The business need for work flow management
• Workflow management – have efficient can you make this company – what is the value you have created?
• Case study and group work
• New approaches to targeted succession planning – three different approaches
• The critical role of testing and personality profiling.
• Manpower planning’s role in emergency situations
• Ways of solving critical manpower shortages

A variety of methodologies will be used during the course that includes:

·         (30%) Based on Case Studies

·         (30%) Techniques 

·         (30%) Role Play

·         (10%) Concepts

·         Pre-test and Post-test

·         Variety of Learning Methods

·         Lectures

·         Case Studies and Self Questionaires

·         Group Work

·         Discussion

·         Presentation

This rate includes participant’s manual, Hand-Outs, buffet lunch, coffee/tea on arrival, morning & afternoon of each day.

Daily Course Timings:

    08:00 - 08:20       Morning Coffee / Tea

    08:20 - 10:00       First Session

    10:00 - 10:20       Coffee / Tea / Snacks

    10:20 - 12:20       Second Session

    12:20 - 13:30       Lunch Break & Prayer Break

    13:30 - 15:00       Last Session