การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร

งานนำเสนอเรื่อง: "การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร"— ใบสำเนางานนำเสนอ:

1 การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร
Kiattisak Sampaongern HR Manager/CPAC

2 Today Discussion HR Management and Business Strategy
Change & Competitive Challenge SCG HR Concepts Manpower Planning Process Manpower Analysis Manpower Forecast – Demand/Supply Action Plan Manpower Planning Management Recruitment Development Employee Shortage/Surplus Key Take Away/Q&A

3 21st Century is the era of “Change”
“All thing in this world are impermanent. They have the nature to rise and pass away. To be in harmony with this truth bring true happiness “ Buddhist Chant

4 Top Ten Most popular Career 2006
Network system analysis Physician’s analysis Medical Assistants Medical Records and Health Information Technicians Software Engineer Physical Therapist Aides Fitness Trainer Database Administrators Veterinary Technicians Dental Hygienists Source :

5 Top Ten Decline Career in 2014
Stock Clerk File Clerk Post Officer Secretaries except legal , medical , executive Administrative support Call Center Staff Door to door sales Purchasing Officer Computer Operator HR Officer Source :

6 Forces of “Change” Increasing globalization (การเติบโตของโลกกาภิวัฒน์)
Emergence of new competitors (คู่แข่งขันรายใหม่) Changing customer demands (ความต้องการของลูกค้าเปลี่ยนแปลงไป) Shortened product life cycles (สินค้ามีอายุสั้นลง) Heightened environmental concerns (การให้ความสำคัญกับสิ่งแวดล้อม) Increasing regulatory demands (กฎกติกาใหม่ๆ) Joseph M. Ryan, Ph.D. Wharton School

7 What do customers want? Speed Right at the first time High standard performance Passion and experience

8 Strategic Management Process
External Analysis Human Resources Needs Skill Behavior Culture Human Resources Practices Mission Goal Strategic Choice Internal Analysis Human Capability Human Action Organization Performance Source : Human Resources Management 3rd edition Gaining a competitive advantage

9 HRM Strategy Leadership Human Capability Culture Vision Mission
Biz Result Business Process Change Internal / External Manpower Planning Selection Process Competency Manpower Planning Learning Training Development Development Retire Early Retire Termination Employee relation Retire & Retain Salary Bonus Welfare Benefit Compensation Management Career Planning Performance Management Succession plan Promotion Job assignment Performance appraisal Potential evaluation Talent Assessment

10 Business link and People management
VISION/MISSION CORPORATE CULTURE STRATEGIES BUSINESS STRUCTURE JOB RESPONSIBILITIES KEY PERFORMANCE INDEX PERFORMANCE MANAGEMENT REWARDING SYSTEM JOB ANALYSIS & JOB EVALUATION CAREER PLANNING COMPETENCY PROFILE TRAINING & DEVELOPMENT

11 HRD link to business result
Change Business Result Globalization Global Mindset Competitiveness Global Competitor Vision/Mission KPIs Competency Development Plan Performance Mgt. HRM Process Talent Succession Plan Organization Value/Culture Technology/Skill Technology Change Learning Organization Knowledge Base Economy

12 High Performance Organization?
How to Create High Performance Organization? How people are serve organization target? (ทำอย่างไร...พนักงานทำงานตามเป้าหมายที่องค์กรต้องการ) How talents are selected ? (ทำอย่างไร...จะคัดเลือกคนเก่งคนดี) How to motivate people ? (ทำอย่างไร..จะจูงใจให้ทำงาน) How people are developed ? (ทำอย่างไร...จะพัฒนาความสามารถพนักงาน) How to retain people ? (ทำอย่างไร...จะรักษาพนักงานไว้ได้)

13 A goal without a plan is just a wish.
Antoine de Saint-Exupery

14 SCG HR Management Concepts

15 Key Success Factor for SCG HR Management Visionary Leadership
Corporate Culture (Fairness ,Discipline ,The Smart& The good,…) HR is Line Manager’s Responsibility Training and Development is core value Learning from International Practices

16 SCG BUSINESS PHILOSOPHY
ตั้งมั่นในความเป็นธรรม (Adherence To Fairness) มุ่งมั่นในความเป็นเลิศ (Dedication To Excellence) เชื่อมั่นในคุณค่าของคน (Belief In The Value Of The Individual) ถือมั่นในความรับผิดชอบต่อสังคม (Concern For Social Responsibility)

17 SCG Code of Ethics Business Ethics of SCG
Fairness to all having business relationship Marketing business gains in proper manner Non-partisan in politics Non-discriminatory treatments Code of Conduct for Employees Protecting properties of SCG Conflict of Interest Personal Conduct that might affect to SCG Employees’ behavior with fellow employees

18 Excellent in... เก่งงาน(Working) เก่งคน(Staffing) เก่งคิด(Creating)
เก่งเรียน(Learning)

19 The Good... 1. ต้องเป็นคนมีน้ำใจ(Spirit)
2. ใฝ่หาความรู้ (Personal Mastery) 3. มีความวิริยะอุตสาหะ(Persevering) 4. มีความเป็นธรรม และซื่อสัตย์(Fairness & Integrity) 5. เห็นแก่ส่วนรวม (Altruism) 6. รู้หน้าที่ในงาน ในครอบครัว (Morality & Ethics) 7. มีทัศนคติที่ดี (Positive Attitude) 8. มีวินัย และมีสัมมาคารวะ (Discipline& Respectful) 9. มีเหตุผล (Rational) 10. รักษาชื่อเสียงทั้งของตัวเองและของบริษัท(Loyalty)

20 “Employee are most Important and Valuable”
“Belief in The Value of The Individual” “Employee are most Important and Valuable”

21 SCG HR Practices… Selecting
Continuously Developing Employees with Competence and Integrity Enabling Them to Grow with The Company.

22 SCG HRM Strategies Merit System Promote Excellent and Good Person
Fairness Committee / Everyone Best Recruit and Retain Labor Market and Business Training and Development Fully Utilized Capability

23 Employee Classification
Management “M” Supervisory “S” Operator “O” 5 4 3 2 1 Entry level

24 Management Development Committee
Chairman SCC President Human Resources Management and Development SCC Members Personnel Policy Senior Management Staff SCC VP, BU President BU MD,DMD Company Manager

25 SCG HR Management & Development
Recruitment & Selection Performance Management Learning & Development Management & Utilization Retention Young Talent Performance Evaluation Performance-based Pay Learning & Development Structure Management Development Committee (MDC) SCG Career Camp SCG Talent Scholarship Excellence Internship Program Merit Increase Promotion Adjustment Salary Adjustment Variable Pay Potential Evaluation Mentoring & Backup Scholarship Competency SCG recognizes that Human Capital is the most important of all assets. Through our Employee Engagement Framework, employees are ensured that they are properly recruited, evaluated, given appropriate compensation, well developed and motivated. Employee Engagement Framework consists of 5 perspectives: Recruitment & Selection, Performance Management, Learning & Development, Management & Utilization as well as Retention. Recruitment & Selection: - We recruit fairly and efficiently to get "Capable" and "Right" employees who are qualified and faithful to join the company through merit system and committee. - To attract young talents, many proactive recruitment programs are developed. - Cementhai Career Choice (CCC) and Excellence Internship Program are examples of them. - For CCC, what we have done is that we expose ourselves to targeted candidates, 4th year students, via campus roadshows in leading universities. Talented Candidates are identified through group selection process, a 2- day-1-night program with various types of assessment activities both formal and informal. Personality Test, English Test, Group Exercise, Career Counseling are provided to targeted candidates during the program. After the program, talented candidates have opportunities to interview and work with us. - For Excellence Internship Program, 3rd-year students who excel both academic and virtue have opportunities to visit our joint venture company in Japan. - Apart from these programs, for our employees we adhere to merit-based system of selecting and continuously developing them with competence and integrity thus enabling them to grow with company One of our HR Policies is “ Promotion from within”. Performance Management: There are 3 types of Evaluation - 1. Performance Evaluation: Consider Achievement / KPI - 2. Potential Evaluation: Consider Characteristic (Personal/ Leadership/Managerial) - 3. Competency Evaluation: Consider both core and functional competencies - Employees who excel in both Performance (Work) and Potential (People) are the first group to be promoted. Learning & Development/ Management & Utilization - Recognizing employees development as an investment which provides core competencies in the long run of business operation. Each group / level of employees and individual employees will be developed sufficiently and continuously on their functions, about business, and on their management duties and responsibilities, also establishment of quality awareness for all employees. Two percent of SCC budget is invested in employee education every year. - At Siam Cement, a solid L&D structure is provided as a roadmap to develop our employees. More details will be addressed in the next slide. - Moreover, not only in-house classes are arranged, we usually send our senior executives to attend overseas courses aboard, i.e., Advanced Management Program at Harvard Business School. Also, we are one of the first companies in Thailand to sponsor experienced staff to earn an MBA. in top ten business schools in the U.S. and Europe since 1973. - Besides formal learning & development, Rotation Plans, Mentoring and Backup from well-experienced or senior managers are established for employees opportunities in career development. Employees will be managed fairly on the basis of individual capability under committee system, which composed of senior managers from each business groups. - Last but not least, we manage our people fairly and efficiently through the merit and committee system called “Management Development Committee” or MDC. MDC consists of a group of Business Units Presidents responsible for managing people. Rotation Career Development Promotion from within High Market Leader in Compensation & Benefit 2 1 Potential 4 3 Challenging Job Low High Performance Group 1 High Capability (Work) “C” and High Acceptability (People) “A” “C A” First For Promotable Give Before Demand

26 Manpower Planning Process

27 getting the right people
MANPOWER PLANNING “process of identifying and responding to organizational needs and charting new policies, systems, and programs that will assure effective human resource management under changing conditions in the future” getting the right people at the right place on the right time

28 Purpose of Manpower Planning
Recruitment Gaps Training and Development Staff Costings Redundancy Collective Bargaining Accommodation

29 Developing a work unit Activity Analysis
Raw Input What material, data and information are needed? Activity What task are required in the production? Output What product ad service is provide? How is the output measured Equipment What special equipment, facilities and systems are needed? Human Resources What knowledge , skill and attribute are needed? Source : Human Resources Management 3rd edition Gaining a competitive advantage

30

31 ที่มาของคุณลักษณะคน CPAC
ผลิตสินค้าที่มีคุณภาพ บริการเป็นเลิศ ลูกค้ามั่นใจ รอบรู้เรื่องงาน ผลิตงานคุณภาพ ประสานสัมพันธ์ ใส่ใจบริการ ขยันและประหยัด ซื่อสัตย์โปร่งใส (Quality) (Service) (Confidence)

32 Manpower Analysis Employee Profiles Productivities Index
Manpower demand and supply Head count Skill required Manpower forecast Future demand Future supply – Internal / External

33 Sample : Employee Profile
?? ??

34 Sample : Employee Profile

35 Sample : Productivities Index

36 Sample : Productivities Index
Business Strategies Forecast KPI

37 Forecasting Future Demand (1)
Requires looking at: Skills required To achieve Business Targets (Goals, Design, Culture) Assess skills available Vs Required Predict how many people required Skills will depend on: Timescale Nature of Org. activities

38 Need assessment process
What is the context? Organization analysis Reason Legislation Lack of basic skill Poor performance New technology New product New job Customer request Higher performance Outcome What trainee need to learn Who receives training Type of training Frequency of training Training or other option such job redesign Task analysis Person analysis In what do they need training? Who need training? Source : Human Resources Management 3rd edition Gaining a competitive advantage

39

40 Forecasting Future Demand (2)
Techniques Used to Forecast Demand: Systematic Techniques Time series or ratio trend analysis Work-study approach Productivity trend analysis Managerial Judgement Combined Approach (1+2) Working back from costs

41 Sample : Manpower Planning

42 Forecasting Supply - Internal
Involves identifying/acknowledging the existing staff employed by an organisation department by department grade by grade Involves: Skills Audits Predicting Staff Turnover Internal promotion analysis

43 Sample : Competency Management
CPAC Common Competency ความรู้ด้าน TQM ระบบคุณภาพ สิ่งแวดล้อมและความปลอดภัย ความรู้เกี่ยวกับคอนกรีตเทคโนโลยี ทักษะการใช้คอมพิวเตอร์และความสามารถด้าน IT แนวคิดการบริหารงานบุคคล ความรู้ทั่วไปด้านบัญชีและการเงิน

44 Forecasting Supply - External
Filling the GAP using the external labour market: Local International Understanding of the dynamics of the Labour Market to update plans as trends change and develop General population density Population movements Age distribution Unemployment rates Education Level Proportion with higher education Skill levels/Skills shortages

45 Action Plan Situation Plans: Redundancy Redeployment Retirement
Recruitment Training Retention Succession Option Plan Outsourcing

46 Manpower Planning Management

47 Manpower Management Surplus – Shortage Restructure Skill Required

48 Sample : Manpower Planning
Productivities Reject & Rework Manpower Existing Turnover

49 Organization Restructure
Sample : Manpower Planning Before Organization Restructure After Summary of Reorganization - 1 Division - 4 Departments - 9 Sections

50 Sample : Manpower Planning
% Productivities Index

51 Dealing with an Oversupply of Manpower
Freeze hiring Restrict overtime Retrain/redeploy Switch to part-time employees Use unpaid vacations Use a shorter workweek Use pay reductions Use sabbaticals Encourage early retirements

52 Dealing with an Undersupply of Personnel
Hire additional workers Improve productivity through training Use overtime Add additional shifts Reassign jobs Use temporary workers Improve retention

53 Recruitment Job Choice Vacancy Applicant Company policy Recruiter
Sources Internal – external recruiting Market positioning and company image Internal – external source Collage and universities Employment agencies

54 Development Methods Intervention for Development Preferences,
Assessment Center Job Rotation Career Counseling Special Project Assignment Off-site Training Program Self Study Community of Practice (CoP) Job Enlargement/Enrichment Shadowing Mentoring Apprentice Training CBT On-the-Job Training Coaching Preferences, Corporate Culture, Actual Possibilities Intervention for Development Development through Work Job Rotations Shadowing/Coaching CoP Activities Challenges Training & Development Source : Hunseok Oh (Department of Education, Seoul National University, Korea)

55 Sample : Competency Management
CPAC Common Competency ความรู้ด้าน TQM ระบบคุณภาพ สิ่งแวดล้อมและความปลอดภัย ความรู้เกี่ยวกับคอนกรีตเทคโนโลยี ทักษะการใช้คอมพิวเตอร์และความสามารถด้าน IT แนวคิดการบริหารงานบุคคล ความรู้ทั่วไปด้านบัญชีและการเงิน

56 การประเมิน Competency ของพนักงาน

57 Sample : Competency Development KPI
% Competency Level จำนวนหลักสูตร Self Learning จำนวน Man-day

58 Option for Reducing an Expected Labor Surplus
Option Speed Human Suffering 1.Downsizing Fast High 2.Pay Reduction Fast High 3.Demotions Fast High 4.Transfers Fast Moderate 5.Work sharing Fast Moderate 6.Retirement Slow Low 7.Natural attrition Slow Low 8.Retraining Slow Low Source : Human Resources Management 3rd edition Gaining a competitive advantage

59 Option for Avoiding an Expected Labor Shortage
Option Speed Revocability 1.Overtime Fast High 2.Temporary employees Fast High 3.Outsourcing Fast High 4.Retrained transfers Slow High 5.Turnover reductions Slow Moderate 6.New external hires Slow Low 7.Technological innovation Slow Low Source : Human Resources Management 3rd edition Gaining a competitive advantage

60 “จับจ้องที่จุดหมาย ไม่ใช่ที่อุปสรรค”
สุภาษิตไนจีเรีย

61 Key Take Away Fact & Data Manpower Planning is not Recruitment
Commitment from Management Budget Thai Culture Communication/Communication/Communication Employee Feeling Believe in Value of Individual

62 พฤติกรรมสู่ความวิบัติ (FATAL MISTAKES)
1. SLOW RESPONSE TO THE MARKETPLACE               ล่าช้า ในการตอบสนองความต้องการของตลาด 2. IGNORING CUSTOMER SATISFACTION               ไม่สนใจ ต่อความพึงพอใจของลูกค้า 3. INCONSISTENT PRODUCT QUALITY               ไม่รักษา คุณภาพให้สม่ำเสมอ 4. UNCOMPETITIVE COST STRUCTURES               เสียเปรียบ ในโครงสร้างของต้นทุน 5. INEFFICIENT ASSET MANAGEMENT               ขาดประสิทธิภาพ ในการบริหารสินทรัพย์ 6. INADEQUATE EMPLOYEE INVOLVEMENT               ไม่ส่งเสริม ให้พนักงานมีส่วนร่วมรับผิดชอบ 7. ARROGANCE AND COMPLACENCY               หยิ่งยะโส และ ลำพองใจ

63 "The important thing is not to stop questioning."
ANY QUESTION? "The important thing is not to stop questioning." Albert Einstein

64 Back Up

65 Demand Forecasting Technique
Statistical (quantitative) approaches Trend analysis Ratio analysis Regression analysis Judgmental methods Group brainstorming Sales force estimates

66 Trend Analysis Sales No. of Emps If your sales forecast will be next year, how many employees you’ll be needed in 2005? =

67 how many nurses are needed?
Ratio Analysis # patients = 100 # nurses = 25 patient /nurse ratio = 4/1 If there are 315 patients, how many nurses are needed? 315 4 = 79 nurses

68 Regression Analysis Employees Customers 75 50 25 50 100 150
Employees Customers If your company expects the customers will be increased to 200 next year, what will be your manpower forecast?

69 Steps to Supply Forecasting
Group positions by title, function, and level of responsibility Estimate within each job group how many of current employees remain, move to another position, or leave the organization

70 Forecasting Labor Supply
Beginning Inventory - Quits - Retirements - Demotions Out Total + Transfers In + Promotions In 2 Forecasted Internal Supply