Kiattisak Sampaongern

1
????????????????????????????????????????????????
??????????

• Kiattisak Sampaongern
• HR Manager/CPAC
• kiattisa_at_scg.co.th

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/QA

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
• Physicians analysis
• Medical Assistants
• Medical Records and Health Information
  Technicians
• Software Engineer
• Physical Therapist Aides
• Fitness Trainer
• Database Administrators
• Veterinary Technicians
• Dental Hygienists
• Source www.alec.co.uk

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 www.bls.gov

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Forces of Change

• Increasing globalization
• (????????????????????????)
• Emergence of new competitors
• (?????????????????)
• Changing customer demands
• (?????????????????????????????????)
• Shortened product life cycles
• (??????????????????)
• Heightened environmental concerns
• (?????????????????????????????)
• Increasing regulatory demands
• (????????????)

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 Action
Human Capability
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

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

• How people are serve organization target?
• (?????????...???????????????????????????????????
  ????)
• How talents are selected ?
• (?????????...????????????????????)
• How to motivate people ?
• (?????????..???????????????)
• How people are developed ?
• (?????????...????????????????????????)
• How to retain people ?
• (?????????...????????????????????)

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A goal without a plan is just a wish. Antoine de
Saint-Exupery
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SCG HR Management Concepts
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Key Success Factor for SCG HR Management

• Visionary Leadership
• Corporate Culture
• (Fairness ,Discipline ,The Smart The good,)
• HR is Line Managers Responsibility
• Training and Development is core value
• Learning from International Practices

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SCG BUSINESS PHILOSOPHY

• ??????????????????????
• (Adherence To Fairness)
• ??????????????????????
• (Dedication To Excellence)
• ??????????????????????
• (Belief In The Value Of The Individual)
• ??????????????????????????????
• (Concern For Social Responsibility)

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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

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Excellent in...

• ???????(Working)
• ??????(Staffing)
• ???????(Creating)
• ?????????(Learning)

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The Good...

• 1. ?????????????????(Spirit)
• 2. ???????????? (Personal Mastery)
• 3. ???????????????????(Persevering)
• 4. ?????????????? ????????????(Fairness
  Integrity)
• 5. ?????????????? (Altruism)
• 6. ??????????????? ?????????? (Morality Ethics)
• 7. ?????????????? (Positive Attitude)
• 8. ??????? ??????????????? (Discipline
  Respectful)
• 9. ???????? (Rational)
• 10. ???????????????????????????????????????(Loyalt
  y)

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Belief in The Value of The Individual
Employee are most Important and Valuable
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SCG HR Practices

• Selecting
• Continuously Developing
  Employees with Competence
  and Integrity
• Enabling Them to Grow with
• The Company.

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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

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Employee Classification
Management
M
Supervisory
S
Operator
O
5
4
3
2
1
Entry level
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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
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SCG HR Management Development
Management Utilization
Recruitment Selection
Learning Development
Performance Management
Retention
Young Talent
PerformanceEvaluation
Performance-based Pay
Management Development Committee (MDC)
Learning Development Structure

• SCG Career
• Camp
• SCG Talent
• Scholarship
• Excellence Internship Program

• Merit Increase
• Promotion Adjustment
• Salary Adjustment
• Variable Pay

Potential Evaluation
Mentoring Backup
Scholarship
Competency
Rotation
Career Development
Promotion from within
High
Market Leader in Compensation Benefit
1
2
Potential
3
4
Challenging Job
Low
High
Performance
Group 1 High Capability (Work) C and
High Acceptability (People) A
C A First For Promotable
Give Before Demand
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Manpower Planning Process
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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
www.icb.cau.edu.cn
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Purpose of Manpower Planning

• Recruitment Gaps
• Training and Development
• Staff Costings
• Redundancy
• Collective Bargaining
• Accommodation

www.ulst.ac.uk
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Developing a work unit Activity Analysis
Raw Input What material, data and information
are needed?
Output What product ad service is provide? How
is the output measured
Activity What task are required in the
production?
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
(No Transcript)
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??????????????????? CPAC
(Quality)
(Service)
(Confidence)
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Manpower Analysis

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

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Sample Employee Profile
??
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Sample Employee Profile
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Sample Productivities Index
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Sample Productivities Index
Business Strategies
Forecast
KPI
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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

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Need assessment process
What is the context?
Organization analysis

• Outcome
• What trainee need to learn
• Who receives training
• Type of training
• Frequency of training
• Training or other option such job redesign

• Reason
• Legislation
• Lack of basic skill
• Poor performance
• New technology
• New product
• New job
• Customer request
• Higher performance

Task analysis
Person analysis
In what do they need training?
Who need training?
Source Human Resources Management 3rd edition
Gaining a competitive advantage
39
(No Transcript)
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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 (12)
• Working back from costs

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Sample Manpower Planning
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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

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Sample Competency Management
CPAC Common Competency

• ??????????? TQM
• ?????????? ?????????????????????????
• ????????????????????????????????
• ??????????????????????????????????????? IT
• ???????????????????????
• ????????????????????????????????

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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

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Action Plan

• Situation Plans
• Redundancy
• Redeployment
• Retirement
• Recruitment
• Training
• Retention
• Succession
• Option Plan
• Outsourcing

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Manpower Planning Management
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Manpower Management

• Surplus Shortage
• Restructure
• Skill Required

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Sample Manpower Planning
Reject Rework
Productivities
Existing
Manpower
Turnover
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Organization Restructure
Sample Manpower Planning
Before
After
Summary of Reorganization
- 1 Division - 4 Departments - 9 Sections
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Sample Manpower Planning

Productivities Index
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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

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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

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Recruitment
Job Choice
Vacancy
Applicant
Recruitment Sources
Company policy
Recruiter

• Internal external recruiting
• Market positioning and company image
• Internal external source
• Collage and universities
• Employment agencies

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Development Methods
Job Rotation
Assessment Center
Career Counseling
Special Project Assignment
Off-site Training Program
Community of Practice (CoP)
Self Study
Shadowing
Mentoring
Job Enlargement/Enrichment
Apprentice Training
CBT
Coaching
On-the-Job Training
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

• ??????????? TQM
• ?????????? ?????????????????????????
• ????????????????????????????????
• ??????????????????????????????????????? IT
• ???????????????????????
• ????????????????????????????????

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?????????? Competency ??????????
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Sample Competency Development KPI
????????????? Competency ??????????
Competency Level
????????????? Self Learning
????? Man-day
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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
????????????????? ???????????????? ????????????
???
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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

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• ????????????????????? (FATAL MISTAKES)
• 1. SLOW RESPONSE TO THE MARKETPLACE             
  ?????? ??????????????????????????????
• 2. IGNORING CUSTOMER SATISFACTION             
  ??????? ???????????????????????
• 3. INCONSISTENT PRODUCT QUALITY             
  ???????? ?????????????????
• 4. UNCOMPETITIVE COST STRUCTURES             
  ?????????? ????????????????????
• 5. INEFFICIENT ASSET MANAGEMENT             
  ?????????????? ????????????????????
• 6. INADEQUATE EMPLOYEE INVOLVEMENT             
  ??????????? ?????????????????????????????
• 7. ARROGANCE AND COMPLACENCY             
  ????????? ??? ???????

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ANY QUESTION?
"The important thing is not to stop questioning."
Albert Einstein
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Back Up
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Demand Forecasting Technique

• Statistical (quantitative) approaches
• Trend analysis
• Ratio analysis
• Regression analysis
• Judgmental methods
• Group brainstorming
• Sales force estimates

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Trend Analysis
2000 2001 2002 2003 2004
Sales 12000 14500 13200
19100 22000
No. of Emps. 300 393
342 511 650
If your sales forecast will be 30000 next year,
how many employees youll be needed in 2005?
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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
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Regression Analysis
75 50 25 0
Employees
50 100 150
Customers
If your company expects the customers will be
increased to 200 next year, what will be your
manpower forecast?
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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

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Forecasting Labor Supply
Beginning Inventory
125 - Quits
5 - Retirements
2 - Demotions Out 1 Total
117 Transfers In 3
Promotions In 2 Forecasted Internal Supply
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