WORKFORCE PLANNING

U Chan Nyein Ko Ko

The right number of the right sorts of people in the right place at the right time and for the right costs.

How do we assemble a workforce plan

Forecasting Needed Demand Available internally Supply internal Available externally Supply - external Responding to the gap between demand and supply Recruitment Redundancy Redeployment Upskilling/Multiskilling Career development/talent management Changing contract terms/flexible firm

Shortage of staff or skills if your organisation employs fewer staff than if require , it is unlikely to be able to meet its production and sales target. Surplus of staff if your organisation more staff than it needs , incur unnecessary cost for wages and administration

Stages of workforce planning

1.

2.
3. 4.

Analysis of existing resources Workforce demand forecasting Workforce supply forecasting Workforce plan

Analyse labour turnover

PUSH Dissatisfaction with the job Dissatisfaction with the organisation Inability to get on with colleagues or line manager Inability to cope with responsibility
PULL

Relocation Retirement Career Development Domestic needs , such as caring responsibilities

Advantages and Disadvantages of labour turnover

Advantages New employee carry new ideas , attitudes and skill to the organisation Promotion to low level Disadvantages Training to day-to-day activity It can affect moral and production

Skill/staff Shortages
Promoting existing staff. Redeployment of staff. Training. Getting more from the existing staff. Job redesign. External recruitment. Part time recruitment

Staff surpluses
Stopping recruitment Natural wastage As workers leave they are not replaced. Transfers Early retirement Reducing overtime Short-time working Redundancy Reducing subcontracted work

Soft workforce planning

Define where the organisation is now Define where it wants to be in the future Analysing its external enviroment , influences and trends Formulating plans to implement necessary changes. (Mission , goals , objectives and strategy , other variable such as growth , product life cycle ,

Hard workforce planning

Forecasting the number of employees required in the future , it also include internal and external supply of human resources. Analysis how current employees are being utalised to the organisation , and how this impact on demand. Monitor and review.

IMPORTANT OF WORKFORCE PLANNING

Think ahead as far as possiable Keep the plan as flexiable Politics Economics Society Technology Enviroment Law

What if our employment practices need to change?

Training Reward Apprasial Recruitment

REDUNDANCY
Training as possible Consultation arrangements Redeployment new work places Selection criteria Severance term(punishment) Other facilities Appeals

Consulting

Who trade union or employee representatives Why Law When before redundacy What
- number and description of employee - reason of proposal - How employee are selected - How the process of dismissals - Redundancy payment - Other provisions

Avoiding the redundancy

Make a mission Selection criteria Short term contract then long term Restriction on recruitment Retraining and redeployment Reduction of overtime Temporary lay off Early retirement or voluntary redudancy Reduce relative in organisation