Effective Management on Workforce Planning and Recruitment in the Public Sector

Course Overview:

This unique course provides participants with all they need to know about the new manpower planning cycle –now called Human Resource Planning (HRP). This has become the fastest-growing and most dynamic area in today’s Human Resources Departments. In some organizations its value is fully recognized and it becomes a department in its own right. The new manpower planning requires a complete set of new skills, tools, and software. This advanced program will show you what is needed and what results can be achieved.

Course Objectives:

At the end of this course, the participants will be able to:

• Using the new linear strategic model works for manpower planning
• Calculate and produce convincing results from manpower data including predictive trends
• How each segment of the manpower model works, data collection, analysis and succession planning
• Design and master the ability to construct organizational charts and ratios
• Know what software to use for predictive trend analysis and forecasting
• Be able to draw a business process map and understand how to do business process re-engineering.
• Apply the basic principles of job analysis and evaluation
• Prepare comprehensive job analysis interviews
• Write clear job descriptions based on thorough job analysis
• Defend the importance of job evaluation as a tool to guarantee internal consistency and fairness

Course Coverage:

Topic 1: Manpower Strategy and Organizational Analysis:

• The critical role of the new manpower planning activity
• Getting strategic timelines for effective manpower planning
• The new strategic model and the 10 critical inputs
• Emergency planning –the critical role of manpower planning
• Predicting when the organization needs to change – use of the land model
• The land model – questionnaire
• Case study on Manpower planning –what should workforce planning do?

Topic 2: Organizational Design, Downsizing, Right-Sizing and Employee-to-Manager Ratios:

• How organizations are designed
• Organizational design and its two major faults for the 21st century
• The rules that apply to determine manpower levels
• The value of team working and its impact on management levels and productivity
• Downsizing
• Right-sizing – case study

Topic 3: The Three Key Functions of Today’s Manpower Planners:

• The three areas, Strategic focus, Manpower analysis and predictive forecasting and Situation fulfilment
• Manpower analysis – data and projections – what is involved
• Critical data needed and software to do the job
• Understanding performance
• Understanding competencies
• Understanding productivity
• Critical software needed to action the above

Topic 4: Situational Fulfillment of Manpower:

• Understanding the “right” principle
• Trend analysis, retrospective, and projective techniques
• Use of Monte Carlo simulation
• Manpower data correlations – the financial advantage to the organization
• Succession planning – the three-option approach
• Group development for succession planning
• Individual and deputy selection
• External selection – use of head hunters

Topic 5: The Five Critical Processes That Support Manpower Planning:

• Pay and rewards – the psychological contract
• Recruitment, new techniques = new results
• Innovations in interviewing
• Training – making training effective and measurable
• The critical role of performance appraisal
• Business process re-engineering

Targeted Groups:

• HR Managers
• HR Supervisors
• HR Professionals
• HR Business Partners