Monique Mukayagi 10th November 2015
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It starts with critically Identify the longterm vision and direction Analyze the future requirements for products and services
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Identify the long-term vision and direction Analyze the future requirements for products and services Use data already collected Connect planning to the values of the organization Determining talents needed for the long term Identifying “real� continuity issues Developing a business plan based on longterm talent needs, not on position replacement
Classification Determine which job classifications will be the focus of your Workforce Planning analysis
Competencies Determine the competencies (knowledge, skills, behaviors, personal attributes, or other characteristics that are associated with or predictive of superior job performance) necessary for your organization to succeed in its mission and strategic objectives
Changes Determine the changes in the number of employees needed in the targeted classifications in the future.
Competencies Surplus & Shortages Retirements & Promotions Attrition Forecast attrition from the targeted classifications
Further refine your forecasting of retirements and/or promotions
Identify staffing gaps – either the surpluses or shortages – in the targeted classifications
Identify the gaps between the competencies currently possessed and those needed now and in the future
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Standardized measures of employee performance
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Track average length of service & turnover reasons Equity of promotions across demographic groups
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Inventory of internal talent
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Skill sets and education of employees Measures of employee performance potential
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Employee commitment and satisfaction
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Internal promotion rates Manager retention and promotion rates Do people consider your company as a place to start a career i.e. are you an employer of choice
C. INPUTS 8. Plan to Implement
D. PROCESS
1. Plan To Plan
A. OUTCOMES
Strategic Change Management 9. Strategic Implementation & Change
10. Annual People Review & Update
Future
State
Customer Value
7. People Edge Integration • 1 Year Business Unit Plans • 1 Year Work Plans & Budgets
6. Developing People Strategy • Tied to corporate overall strategic direction
Parallel Process with Key stakeholders at each step.
2. Business Scanning • • • •
Corporate Strategic Direction Core Values Stakeholders Expectations Environmental People Scan
3. Ideal People Edge
5. Current State People Assessment
(For Business Success)
• Human Resource Practices • Leadership Competencies
4. Key People Success Measures
B .FEEDBACK
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People Vision Organization / HR Roles Core Competencies Leadership Competencies
E. ENVIRONMENTAL SCAN
Highly Effective
P E R F O R M A N C E
Targeted Talent Pool Candidates
High Professional
Adaptable Professional
Future High Professional
Reliable Performer
Low Performer
Inconsistent Performer
High Potential
Future High Potential
Possible Future High Potential
Less Effective Less Agile
POTENTIAL
More Agile
How do you on board? o
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o o Consider the experience from the employee's perspective, and then make an effort to make it fun, interesting, exciting, painless, and as simple as possible
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Organization History Organization Structure Documentation Culture Job role That way you make them feel valued, wanted, interested and excited.
NAME
LOGO
PICTURE
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Title or Position Position Goals/ Overall Objectives Key Result Areas / Key Deliverables Activities / Duties Knowledge, Skills, Abilities and Personal Attributes
Setting Standards
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All managers should develop routine performance objectives and discuss with each job holder to ensure complete understanding, alignment and agreement Every performance objective (KPI) should be developed on a SMARTER platforms (Specific, Measurable, Attainable, Realistic, Time sensitive, Exciting and Recorded) The objectives shall then be signed off by both parties at the start of the business season
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Financial – Income, Cost, Rate of Returns, Profit, Savings
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Output – Units Produced, New Clients
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Impact – Standards, Quality,
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Reaction - Satisfaction Level both internal and External
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Time – Turn Around Time
JOB EXPERIENCE REGULAR JOB ACTIVITIES
BROADENED EXPERIENCE
·Discussion of appraisals
·Job Rotation
·Guided Coaching ·Setting Standards ·Counselling ·Feedback
·Participation in Policy / Strategy making ·Task force Work / special projects ·Committee Assignments ·Temporary duty assignment
FORMAL TRAINING
SELF-DEVELOPMENT PROFESSIONAL ACTIVITIES
EDUCATIONAL ACTIVITIES ·University courses
·Specialized training courses
·Participating and organizing conventions, symposiums
·Conferences
·Writing articles
·Book clubs
·Management Seminars
·Case study discussions
·Teaching
·Correspondenc e courses
VISION / MISSION ORGANISATION GOALS POSITION GOALS KRA STANDARDS ACTIVITIES SKILLS
Objectives/Goals Determining the Alignment business goals and objectives. Aligning individual goals and objectives to business goals and objectives.
Roles Clarifying roles and responsibilities
Competencies Defining the competencies i.e. knowledge, skills and attitude.
Behaviors Defining the behaviors that drive successful performance in the organization
Identify Opportunities
Practice – Skills Development
Picture the Desired Outcome
Reinforce Progress
Establish the right Attitudes
Reward
Provide Resources
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Encourage
• Every opportunity • Be Supportive • Positive reinforcement • Highlight strengths
Focus
• Track with time • Track with assignment • Track with process or structure
Elevate
• Challenge appropriately • Interrupt the usual pattern • Ask for opposite you • Reinforce the difference
Empower
• Ask questions to have them think differently • Engage Emotions • Reveal blindspots
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Motivation Vs Manipulation
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Recognition - TAP
Rapport – Establish Relate
Rapport
- Relate to he mistake by
asking Questions
Restore – Restore Performance by giving another chance
Reassure -
Avoid
Discouragement and build Confidence
Remove – If Corrective actions
continuously fail remove / replace to another role