By the end of this course delegates 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-energize interviewing, appraisal processes and systems
• Create a methodology to present business information effectively
• Be aware of organizational 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

DAY 1 

The dynamic role of manpower planning

• Introductions, program, objectives and ways of working
• 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
• Daily Review

DAY 2 

The strategic focus on manpower planning from first principals

• The new HR strategic map
• How to use a strategic template - exercise and case study 
• Measuring organizational maturity - a trigger for manpower planning activities - exercise
• Converting strategy into workable plans, the collection and analysis of business data to trigger appropriate action - including exercise
• Techniques for delivering on time and on budget
• Daily review

DAY 3 

Manpower, forecasting and trend analysis

• Understanding trends - examples and exercise
• Use of predictive software to support the supply of manpower
• How to measure relationships and understand results - exercises
• The need for using unit costs - exercise
• Individual measurements, exactly how competencies are structured
• Managing expectations and individual’s needs
• Measuring and forecasting individuals performance using behavioral techniques
• Daily review

DAY 4 

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 centers, agreements and visual development maps
• Business review – why manpower planning should  be considered and where it has an impact - including case study
• Daily review

DAY 5

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
• Final review and presentation of certificates and CPE points

• 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
• Facilitators who operate across the business functions