Manpower Planning Aug $4,500 Kuala lumpur, Malaysia. Training will be held at any of the 5 star hotels. Exact venue will be informed later.

Transcription

1 Training Title MANPOWER PLANNING Training Duration 5 days Training Venue and Dates Manpower Planning Aug $4,500 Kuala lumpur, Malaysia Training will be held at any of the 5 star hotels. Exact venue will be informed later. Training Fees 4,500 US$ per participant for Public Training includes Materials/Handouts, tea/coffee breaks, refreshments & Buffet Lunch Training Certificate Define Management Consultancy & Training Certificate of course completion will be issued to all attendees. INTRODUCTION: Human Resource Management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there - who individually and collectively contribute to the achievement of the objectives of the business. In other words the concept of Human Resource Management is concerned about the strategic basis and overall objectives of the company when considering planning of Human resources recruitment strategies developing and retaining employees laying off people WHO SHOULD ATTEND? This Program is designed for HR practitioners and other functional specialists with development or personnel responsibilities, particularly those who are interested in enhancing their leadership influence. Professionals with an interest in developing their

2 practical and technical people management and development skills would also benefit by attending. LEARNING OBJECTIVE Participants will be able to understand the concept on planning the total workforce on a strategic basis. The subject will expose the participants with the necessary knowledge on the whole process of employees planning dealing with HR issues in today s organization. Participants will also be able to practically apply the knowledge in dealing with workforce planning in a way that helps to improve organizational performance. LEARNING OUTCOME Upon completion of this course, the participants should be able to: 1. Apply human resource concept in real work setting and handle major issues in planning the need of human resources in the organization. 2. Apply the latest strategic hiring and interviewing techniques to select the right candidates for their organization 3. Work on continuously assessing and developing employees performance, competencies and skills. 4. Develop a succession plan and career path strategy for each and every employee in the organization 5. Manage leavers whether for retirement or dismissals or resignations COURSE OUTLINE - Introduction to HRM, HRD and HRP Program introduction and objectives Human Resource Management V Personnel Management Human resource development (HRD) Human resource planning (HRP) Assessing the value of HRM HRP& HRD Strategic HRM the new HR Strategic Model Outsourcing Gap Analysis Possible futures and Futuring techniques Forecasting and Limits of forecasting

3 Scenario planning o Examples of a scenario matrix o Steps in building scenarios Examples of gap dimensions All gaps are not equal Prioritization of gaps Solutions to close gaps Recruiting and selection 1. Key Considerations: Defining the recruitment and selection process Methods of recruitment - head-hunters, recruitment agencies, the media and internal applications Key documents Identifying your role and responsibilities Understanding why mistakes are made 2. Selection Overview - A Four Step Process a) Define the position Define the role and responsibilities Identify the required skills and competencies Prepare checklist for interview questions b) Screen the candidates Agencies Application forms, CV's, telephone interviews c) Interview The introduction Types of interview questions and techniques Behaviour and competency based interviewing Closing the interview

4 d) Document and decide Objective comparison of candidates Giving feedback, both positive and negative 3. The Interview Environment Preparing the interview room Selecting an appropriate interview time and venue Style of interview - one-to-one, board, panel, who should attend etc. 4. Conducting Successful Interviews Establishing an open environment in which the candidate is encouraged to open up Overcoming barriers to communication Building rapport quickly Positive body language Keeping the interview on track Identifying candidate's qualities, attributes and skills The importance of employment legislation in successful interviewing What not to ask Interview simulation - delegates will be given opportunities to conduct an interview in a supportive and risk free environment 5. Effective Questioning and Listening Questioning techniques - open and closed questions Developing active listening skills Probing questions - seeking clarification of answers Note-taking - recording information for future use 6. Interview Review Post interview assessments Reviewing candidate's qualities, attributes and skills against predetermined criteria Selecting the right candidate - evaluating performance, strengths and weaknesses

5 Day 6 Pay & Employee Rewards Employee motivation is pay the only answer? Salary, bonuses & benefits Understanding competencies and how to assess them Is there a link between being competent and performance Competency and performance based pay Different structures different pay and rewards Total pay concept Salary surveys Succession Planning A Need for Succession Planning Defining a Succession Plan Identifying Resources and Analyzing Risks Forecasting Needs Putting the Plan Together Putting the Plan into Action Evaluating and Reviewing the Plan Planning and Management Of Performance Integrating the four pivotal components of performance management People, process, partnership and philosophy Generating shared commitment Connecting the components to amplify impact Conducting the performance planning meeting Agreeing on objectives, measures and standards Establishing feedback mechanisms Offering support through a continuous performance appraisal process and mind-set Managing the Journey to Success Monitoring performance Maintaining continuous and ongoing communication through formal and informal methods Tracking progress Taking action when problems arise Implementing a step-by-step process for dealing with under-performance

6 Delivering a Positive Performance Appraisal Conducting the performance appraisal Preparing the logistics and tailoring the delivery Selecting the appropriate delivery techniques Structuring the appraisal dialogue for maximum mutual benefit Generating new performance plans from appraisal output Assessment of employees training needs and designing development plans The importance of corporate objectives, policies and plans Aligning training with the business needs Recognizing when development needs occur the drivers for training and development and the symptoms of a need Aligning management, HR, training and the business strategy Separating Wants and Needs and ensuring needs are aligned with job requirements Identifying the training and development needs of three elements, the organization, groups within it, and individual needs How to assign responsibility for identifying training needs Develop your needs analysis toolkit 7 methods and support templates to support training needs analysis Aligning performance appraisal with training and developments plans and succession plans for each employee E-learning use in training Digital native employees versus digital immigrants in training using technology Managing Leavers and Termination of Employees Avoiding expensive mistakes Rightsizing and Downsizing excess of labour Redundancies counting the cost Why do people leave The early indicators of dissatisfaction The resignation process and notice periods The disciplinary process The importance of maintaining discipline Termination with or without rights Contract terms, notice periods, termination payments and benefits due

7 Dealing with probationers and poor performance Alternatives to dismissal suspension, demotion, transfer, financial penalty..