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Objectives

• By the end of this Course participants will be able to:
• Consider a number of strategic models for manpower planning.
• Master and be able to use methods to explore predictive trends.
• Be able to convert predictive data into a  monetary value.
• Re-energise interviewing, appraisal processes and systems.
• Create a methodology to present business information effectively.
• Be aware of organisational measurement tools and those that can be applied to individuals
• Develop business techniques in order to manage the manpower planning process
• Discuss a number of clearly worked examples from the world of International Business for your reference and use back at work.
• Plan and implement action plans for self and individuals/managers involved in the Manpower Planning process.

The Delegates

• Manpower planning managers/supervisors .
• personnel who are involved in manpower planning .
• Succession/Emergency Planners .
• Anyone who is specifically interested in maximizing the Human Resource, especially professionals who are seeking to improve efficiency in manpower planning .
• Managers who are interested in succession planning and improving resource management .

The Contents

• Introduction and Course overview.
• The dynamic role of manpower planning
• HR models and how to satisfy potential future organizational structures
• The growing business importance of HR manpower planning (HRMP)
• The changing shape of organizations and work requirements – the effects on today’s organization
• Trends – right sizing; what’s appropriate – use of decision making tools and examples
• The four main areas of manpower planning – Strategic focus, Data and analysis, manpower planning and people development including case study
• The strategic focus on manpower planning from first principals
• The new HR strategic map
• How to use a strategic template .
• Measuring organizational maturity – a trigger for manpower planning activities .
• Converting strategy into workable plans, the collection and analysis of business data to trigger appropriate action .
• Techniques for delivering on time and on budget
• Manpower, forecasting and trend analysis
• Understanding trends .
• Use of predictive software to support the supply of manpower
• How to measure relationships and understand results .
• The need for using unit costs .
• Individual measurements, exactly how competencies are structured
• Managing expectations and individual’s needs
• Measuring and forecasting individuals performance using behavioral techniques
• Manpower supply – Business planning and manpower re- engineering
• Selecting the “right” principal for manpower supply
• Consider the three approaches to succession planning
• The use of pre selection for key posts – the role of psychometric testing, emotional intelligence assessment centre’s, agreements and visual development maps
• Business review – why manpower planning should  be considered and where it has an impact .
• Making the Manpower planning process fit together to maximize results
• The use of management tools and techniques to achieve maximum effect
• Why performance appraisals on their own don’t work for selection into development pools
• Three approaches, talent pool, individual selection and head hunting
• The cooperation needed in order to achieve the business benefits
• How the whole manpower planning process should ‘fit’ together

The Discount

10% in case of Three P. (or more)