Understanding Organization Structure, Climate and Culture
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Understanding Organization Structure, Climate and Culture Course
Introduction:
Manpower Planning or ‘Human Resource Planning’ is the systematic and continuing process of analyzing workforce needs under changing conditions and developing HR policies appropriate to organizational effectiveness. It is an integral part of business planning since workforce costs and forecasts both affect and are affected by longer-term business plans. Research and experience show that workforce planning fails when it is applied in a manner that is inconsistent with the needs of the organization. If it is viewed as too complicated, lacking serious senior management support, or focused on issues that are not important to the organization's success, it may be perceived as just another "HR procedure". However, when it involves managers in meaningful ways when it provides useful information and stimulates effective decision-making, and when it addresses important issues before they become expensive problems, then manpower planning is seen as a valuable process of management. Ensuring first-class executive succession requires identifying and cultivating the best talent throughout the organization. The goal must be to build bench strength and a pipeline of talent through the managerial ranks. Succession planning is about managing a company’s pool of leadership talent. All too often, however, succession planning, like manpower planning, is shrouded in mystery, with information funneled only upwards. The lack of clarity about the process and its results stands in the way of effective evaluation, assessment, and development planning.
Course Objectives:
By the end of the Understanding Organization Structure, Climate, and Culture Training Course, you will be able to :
- Manpower planning and succession planning best practice
- Strategic, tactical, and operational manpower planning
- Situation analysis
- Manpower demand and supply
- The manpower plan
- Aggressive management of “high leverage” development assignments
Who Should Attend?
This program is designed to provide technical Supervisors, HR/OD personnel, and interested supervisors and managers with the skills and knowledge that will enable them and their organizations to successfully build proactive manpower organizations and integrated succession planning policies and procedures.
Course Outlines:
The Purpose of Manpower Planning - Strategic, Tactical, and Operational
- Strategic - formulate strategic direction using processes both analytical and consultative. Being proactive on critical issues facing the organization and being accountable for ensuring changes made are effective
- Tactical - understand staffing requirements necessary to implement the organization's plans. The wider implications of the organization's manpower plan in terms of, for example, skill mix and development program requirements
- Operational - deal with specific programs defined necessarily by management to meet their objectives
The Stages of the Manpower Planning Process
- Situation Analysis defines the "world" in which the organization is planning for its manpower - both externally and internally.
- Manpower Demand must actively link with business and financial planning activities and involve determining current and future requirements for key jobs.
- Manpower Supply involves analyzing the numbers and skills (and development capability) of people who are likely to be employed by the organization over a given period. It should enable managers to understand what skills are available to them now and likely to be available in the future.
Successful Manpower Planning is Action-Oriented
- More effort should be applied to the execution of the manpower plan than to its development. Essentially action plans will be developed in a combination of the 4 areas:
- Recruitment of the right people
- Development of skills and capabilities
- Effective performance management
- Divestment of excess manpower through retirements, transfers, redundancy, etc.
Succession Planning
- Meaningful executive reviews and mechanisms to ensure follow-up on development plans
- Leadership competency models and introduces 360° feedback sessions
- Multiple points of view in assessment
- Benchmark against external talent elsewhere
- Leverage external search firms
Delivering the Plan
- The Manpower Plan must be constructed and developed from a thorough analysis of the demand and supply analyses in terms of the major manpower challenges. Conclusions reached should determine the extent to which the organization's objectives are at risk due to any shortfall between the demand identified and the supply of skills available
