การวางแผนกำลังพล ให้สอดคล้องกับ ยุทธศาสตร์ทางธุรกิจขององค์กร

1. การวางแผนกำลังพลให้สอดคล้องกับยุทธศาสตร์ทางธุรกิจขององค์กรการวางแผนกำลังพลให้สอดคล้องกับยุทธศาสตร์ทางธุรกิจขององค์กร Kiattisak Sampaongern HR Manager/CPAC kiattisa@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/Q&A

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 • Physician’s 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

6. Forces of “Change” • Increasing globalization (การเติบโตของโลกกาภิวัฒน์) • Emergence of new competitors (คู่แข่งขันรายใหม่) • Changing customer demands (ความต้องการของลูกค้าเปลี่ยนแปลงไป) • Shortened product life cycles (สินค้ามีอายุสั้นลง) • Heightened environmental concerns (การให้ความสำคัญกับสิ่งแวดล้อม) • Increasing regulatory demands (กฎกติกาใหม่ๆ) 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 Goal Strategic Choice Mission 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

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

11. How to Create High Performance Organization? • How people are serve organization target? (ทำอย่างไร...พนักงานทำงานตามเป้าหมายที่องค์กรต้องการ) • How talents are selected ? (ทำอย่างไร...จะคัดเลือกคนเก่งคนดี) • How to motivate people ? (ทำอย่างไร..จะจูงใจให้ทำงาน) • How people are developed ? (ทำอย่างไร...จะพัฒนาความสามารถพนักงาน) • How to retain people ? (ทำอย่างไร...จะรักษาพนักงานไว้ได้)

12. A goal without a plan is just a wish. Antoine de Saint-Exupery

13. SCG HR Management Concepts

14. Key Success Factor for SCG HR Management • Visionary Leadership • Corporate Culture • (Fairness ,Discipline ,The Smart& The good,…) • HR is Line Manager’s Responsibility • Training and Development is core value • Learning from International Practices

15. SCG BUSINESS PHILOSOPHY • ตั้งมั่นในความเป็นธรรม (Adherence To Fairness) • มุ่งมั่นในความเป็นเลิศ (Dedication To Excellence) • เชื่อมั่นในคุณค่าของคน (Belief In The Value Of The Individual) • ถือมั่นในความรับผิดชอบต่อสังคม (Concern For Social Responsibility)

16. 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

17. Excellent in... • เก่งงาน(Working) • เก่งคน(Staffing) • เก่งคิด(Creating) • เก่งเรียน(Learning)

18. The Good... 1. ต้องเป็นคนมีน้ำใจ(Spirit) 2. ใฝ่หาความรู้ (Personal Mastery) 3. มีความวิริยะอุตสาหะ(Persevering) 4. มีความเป็นธรรม และซื่อสัตย์(Fairness & Integrity) 5. เห็นแก่ส่วนรวม (Altruism) 6. รู้หน้าที่ในงาน ในครอบครัว (Morality & Ethics) 7. มีทัศนคติที่ดี (Positive Attitude) 8. มีวินัย และมีสัมมาคารวะ (Discipline& Respectful) 9. มีเหตุผล (Rational) 10. รักษาชื่อเสียงทั้งของตัวเองและของบริษัท(Loyalty)

19. “Belief in The Value of The Individual” “Employee are most Important and Valuable”

20. SCG HR Practices… • Selecting • Continuously Developing Employees with Competence and Integrity • Enabling Them to Grow with The Company.

21. 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

22. Employee Classification Management “M” Supervisory “S” Operator “O” 5 4 3 2 1 Entry level

23. 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

24. SCG HR Management & Development Management & Utilization Learning & Development Performance Management Recruitment & Selection 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 4 3 Challenging Job Low High Performance Group 1 High Capability (Work) “C” and High Acceptability (People) “A” “C A” First For Promotable Give Before Demand

25. Manpower Planning Process

26. 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

27. Purpose of Manpower Planning • Recruitment Gaps • Training and Development • Staff Costings • Redundancy • Collective Bargaining • Accommodation www.ulst.ac.uk

28. 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. ที่มาของคุณลักษณะคน CPAC (Quality) (Service) (Confidence)

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

32. ?? Sample : Employee Profile ??

33. Sample : Employee Profile

34. Sample : Productivities Index

35. Sample : Productivities Index Business Strategies Forecast KPI

36. 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

37. 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. 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 (1+2) • Working back from costs

40. Sample : Manpower Planning

41. 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

42. Sample : Competency Management CPAC Common Competency • ความรู้ด้าน TQM • ระบบคุณภาพ สิ่งแวดล้อมและความปลอดภัย • ความรู้เกี่ยวกับคอนกรีตเทคโนโลยี • ทักษะการใช้คอมพิวเตอร์และความสามารถด้าน IT • แนวคิดการบริหารงานบุคคล • ความรู้ทั่วไปด้านบัญชีและการเงิน

43. 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

44. Action Plan • Situation Plans: • Redundancy • Redeployment • Retirement • Recruitment • Training • Retention • Succession • Option Plan • Outsourcing

45. Manpower Planning Management

46. Manpower Management • Surplus – Shortage • Restructure • Skill Required

47. Sample : Manpower Planning Reject & Rework Productivities Existing Manpower Turnover

48. Organization Restructure Sample : Manpower Planning Before After Summary of Reorganization - 1 Division - 4 Departments - 9 Sections

49. Sample : Manpower Planning % Productivities Index

50. 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 Dealing with an Oversupply of Manpower