งานนำเสนอกำลังจะดาวน์โหลด โปรดรอ

งานนำเสนอกำลังจะดาวน์โหลด โปรดรอ

การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร Kiattisak Sampaongern HR Manager/CPAC

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งานนำเสนอเรื่อง: "การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร Kiattisak Sampaongern HR Manager/CPAC"— ใบสำเนางานนำเสนอ:

1 การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร Kiattisak Sampaongern HR Manager/CPAC

2 Today Discussion HR Management and Business Strategy Change & Competitive Challenge HR Management and Business Strategy 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 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) Forces of “Change” 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 Mission Goal External Analysis Internal Analysis Human Resources Needs -Skill -Behavior -Culture Strategic Choice Human Resources Practices Human Action Organization Performance Source : Human Resources Management 3 rd edition Gaining a competitive advantage Human Capability

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

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

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

12 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 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 Key Success Factor for SCG HR Management

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 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 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 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”

21 SCG HR Practices… ตSelecting ตContinuously Developing Employees with Competence and Integrity ตEnabling Them to Grow with The Company. The Company.

22 SCG HRM Strategies 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 Management Supervisory Operator “M” “S” “O” Employee Classification Entry level

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

25 Recruitment & Selection Management & Utilization Retention Learning & Development Performance Management Young Talent Promotion from within SCG Career Camp SCG Talent Scholarship Excellence Internship Program Competency Potential Evaluation Learning & Development Structure Scholarship Performance-based Pay Performance Evaluation Career Development Merit Increase Merit Increase Promotion Adjustment Promotion Adjustment Salary Adjustment Salary Adjustment Variable Pay Variable Pay Market Leader in Compensation & Benefit Challenging Job Give Before Demand High Low Potential Performance Group 1 High Capability (Work) “C” and High Acceptability (People) “A” “C A” First For Promotable SCG HR Management & Development Rotation Management Development Committee (MDC) Mentoring & Backup

26 Manpower Planning Process

27 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? Equipment What special equipment, facilities and systems are needed? Human Resources What knowledge, skill and attribute are needed? Activity What task are required in the production? Output What product ad service is provide? How is the output measured Source : Human Resources Management 3 rd 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

35 Sample : Productivities Index

36 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 Person analysis Organization analysis Task analysis Source : Human Resources Management 3 rd edition Gaining a competitive advantage Who need training? In what do they need training? What is the context? 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

39

40 Forecasting Future Demand (2) Techniques Used to Forecast Demand: 1 Systematic Techniques Time series or ratio trend analysis Work-study approach Productivity trend analysis 2 Managerial Judgement 3 Combined Approach (1+2) 4 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 1. ความรู้ด้าน TQM 2. ระบบคุณภาพ สิ่งแวดล้อมและความปลอดภัย 3. ความรู้เกี่ยวกับคอนกรีตเทคโนโลยี 4. ทักษะการใช้คอมพิวเตอร์และความสามารถด้าน IT 5. แนวคิดการบริหารงานบุคคล 6. ความรู้ทั่วไปด้านบัญชีและการเงิน CPAC Common Competency Sample : Competency Management

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 ManpowerTurnover Existing

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

50 % Productivities Index Sample : Manpower Planning

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 VacancyApplicant Recruitment Sources Company policy Recruiter Internal – external recruiting Market positioning and company image Internal – external source Collage and universities Employment agencies

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

55 1. ความรู้ด้าน TQM 2. ระบบคุณภาพ สิ่งแวดล้อมและความปลอดภัย 3. ความรู้เกี่ยวกับคอนกรีตเทคโนโลยี 4. ทักษะการใช้คอมพิวเตอร์และความสามารถด้าน IT 5. แนวคิดการบริหารงานบุคคล 6. ความรู้ทั่วไปด้านบัญชีและการเงิน CPAC Common Competency Sample : Competency Management

56 การประเมิน Competency ของพนักงาน

57 การเสริมสร้าง Competency ของพนักงาน % Competency Levelจำนวนหลักสูตร Self Learningจำนวน Man-day Sample : Competency Development KPI

58 Option for Reducing an Expected Labor Surplus OptionSpeedHuman Suffering 1.DownsizingFastHigh 2.Pay ReductionFastHigh 3.DemotionsFastHigh 4.TransfersFastModerate 5.Work sharingFast Moderate 6.RetirementSlowLow 7.Natural attritionSlowLow 8.RetrainingSlowLow Source : Human Resources Management 3 rd edition Gaining a competitive advantage

59 Option for Avoiding an Expected Labor Shortage OptionSpeedRevocability 1.OvertimeFast High 2.Temporary employeesFast High 3.OutsourcingFast High 4.Retrained transfersSlow High 5.Turnover reductionsSlow Moderate 6.New external hiresSlow Low 7.Technological innovationSlow Low Source : Human Resources Management 3 rd 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." Albert Einstein ANY QUESTION?

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 Ratio Analysis # patients = 100 # nurses = 25 patient /nurse ratio = 4/1 If there are 315 patients, how many nurses are needed? 3154 = 79 nurses

68 Regression Analysis 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 5 - Quits 5 - Retirements 2 - Retirements 2 - Demotions Out 1 - Demotions Out 1 Total Transfers In 3 + Promotions In 2 Forecasted Internal Supply 122


ดาวน์โหลด ppt การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร Kiattisak Sampaongern HR Manager/CPAC

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