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Master of Business managementHuman Resource Management
Human resource planning
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Samitha jayaweeraMBM/02/BII/11
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Organizational HR situation
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Ensure the sustainability of our existing businesses and to exploit appropriate
opportunities for growth.
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Finlays worldwide
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Organization:• Hapugastenne Plantations PLC• Company Reg. No. PQ 62
Business : • Plantation Management• Main Products : Tea, Rubber, Timber
Strategic Business Units:• 21 Estates in 04 Groups• 19 Tea factories
Hapugastenne Plantations plc
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Sample Estate
8
Product Production Nature
Total Production
Tea Revenue - 66.5
97.0
Immature - 30.5
Rubber Young - 60.5
217.0
Old - 123.5
Immature - 33
Forestry 159.0
Cinnamon 10.5
Total 461.5
Production Area (ha)
Galbode Estate
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• Tea 525,000 kg
• Rubber 3,575 kg
• Cinnamon 2,000 kg
Annual Production
Galbode Estate
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Superintendent
Asst. Supdt.
Field Office
Asst. FO
Field workers
Field Officer
Asst. FO
FW
Asst. Supdt.
Field Officer
Asst. FO
FW
Factory Officer
Asst. Fac. O
Fac. Workers
Technical Stafff
Office Med/ WF Drivers
Organizational Structure
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• Executives– Superintendent 01– Asst Superintendent 02
• Field Staff– Field Officers 06– Junior Field Officers 07
• Factory Staff– Factory officer 01– Asst. Factory Off 02– Jnr. Asst Factory Off 03
• Office– Chief Clerk 01– Clerk 02– Jnr. Clerk 01
Staff at Galbode Estate
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• Medical / Health Staff– Midwife 01– Welfare officer 01– Child Develop: Officer 01
• Technical Staff– Elect: / Mechanic 01– Lathe machine operator 01– Boiler Operator 01
• Drivers– Lorry Drivers 02– Tractor driver 01– Jeep driver 01
Supporting Staff at
Galbode Estate
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• Workers
– Rubber• Permanent 140• Casual
46 • Worker out turn 96%
– Tea• Permanent 191 • Casual
56• Worker out turn 76%
Workers at Galbode Estate
Forecasting future HR demand
Influenced by
• Strategic Plan Ex: Crop diversification
• Production method Ex: Sheet Rubber instead of direct latex, CTC instead of Orthodox Tea
• Employee Retirement, Death
• External factor Ex: Foreign Employments, Competitors, Labour demand in other trades
Factors effects Forecasting future HR demand
Strategic Plans.• Crop diversification
Forecasting future HR demand
•Sheet Rubber instead of Direct latex
•CTC instead of Orthodox Tea
Forecasting future HR demand
• Foreign Employments
• Competitors
• Labour demand in other trades
External factor
Forecasting future HR demand
Company uses following technique for forecast future HR demand
1.Ratio Analysis method
2.Unit Forecasting method
Forecasting future HR demand
Ratio analysis method
Each estate uses this method to forecast their HR requirement
Examples:Superintendent :01 for each estate
Field officers :01 for each division
Factory officers :01 for each factory
Tea Pluckers :01 for 6,000 kg /year
Rubber Tappers : 01 for 1,300 kg/year
Forecasting future HR demand
• Each and every manager does their own forecasting and forward it to top management. Then the final forecast will be done by top management. Ex:
Each estate forecast future HR demand using Ratio Analysis method for next 03 years
forward to the General Manager
General Managers the accumulate the forecasts - Forward to the head of HR of the company
HR division forecasts for entire company - forward to the board of directors
Forecasting future HR demand
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Crop
Description
General Charges
Field works & Cultivation
Plukcing Variable
Plukcing Fixed
Direct Fatory Labour
Factroy Fixed Labour
Labour on Bought Leaf Manufacture - Direct
- Fixed
Other Revenue Labour
Total Labor on Revenue Work
57,643 51,703 57,643
Jan Feb Mar
590 590 590
673 163 916
1,593 1,416 1,593
191 191 191
134 119 134
27 26 27
705 627 705
130 129 130
4,043 3,261
4,286
56,703 57,643 56,703
Apr May Jun
590 590 590
987 949 205
1,416 1,593 1,416
189 191 191
119 134 119
26 27 26
627 705 627
130 130 130
4,084 4,319 3,304
61,703 61,703 62,643
Jul Jul Sep
590 590 590
514 514 559
1,416 1,416 1,593
191 191 191
119 119 134
27 27 26
627 627 705
130 130 130
3,614 3,614 3,928
61,703 61,703 56,707
Oct Nov Dec
590 590 591
802 598 225
1,416 1,416 1,412
191 191 189
119 119 124
27 26 27
627 627 629
130 130 130
3,902 3,697 3,327
704,200 Total
7,081
7,163
17,696 2,286 1,493 319
7,838
1,559
45,435
Forecasting future HR demand
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Description
Total Labour on Revenue Work
Labour on Capital Tea:
Infilling Re-
Planting- Upkeep
Rehabilitation -Grass
Timber/Fuelwood
Cinnamon
RubberTOTAL LABOUR DAYS
JAN FEB MAR
4,043 3,261 4,286
11 19 10
1,701 694 620
- - -
- 41 -
235 95 193
117 117 117
6,107 4,227 5,226
TOTAL
45,435
2,396
7,299
3,188
820
1,600
1,407
62,145
OCT NOV DEC
3,902 3,697 3,327
11 448 442
346 1,137 25
- 313 -
38 - 164
100 80 140
117 117 118
4,514 5,792 4,216
JUL AUG SEP
3,614 3,670 3,928
452 440 463
358 578 371
906 - -
115 164 102
100 132 105
117 118 117
5,662 5,102 5,086
APR MAY JUN
4,084 4,319 3,304
1 66 33
235 345 889
- - 1,969
196 - -
200 95 125
118 117 117
4,834 4,942 6,437
ExampleUnit forecast
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• Employee turnover – Workers 7%, Staff 1.5%
• Labor outturn– Tea 76%, Rubber 96%
• Productivity improvements– Tea 10% per year
• Crop improvements / new crop– Annual 10% increment,
Cinnamon
• Crop intake per worker– Tea: 21.5 kg / day & Rubber : 05
kg /day
• No of working days per year– Collective agreement : Tea 300 days,
Rubber 260 days
Forecasting future HR demand
Executives
03Field Staff13
Factory Staff
06Office Staff
04 Medical / Health
Staff03
Technical Staff03
Drivers04
Workers433
Currently Estate Workers
Forecasting future HR demand
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Requirement Available
Executives 2014 2015 2016 2014 2015 2016
Superintendent
01 01 01 01 01 01
Asst. Superintende
nt02 02 02 02 02 02
Total 03 03 03 03 03 03
Requirement Available
Field Staff 2014 2015 2016 2014 2015 2016
Field Officers 06 06 06 06 05 05
Jnr. Field officers 06 07 07 06 06 06
Total 12 13 13 12 11 11
Forecasting future HR demand
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Requirement Available
Factory Staff 2014 2015 2016 2014 2015 2016
Factory Officer- Tea 01 01 01 01 0 0
Factory Officer - Rubber
00 01 01 00 00 00
Factory Officer -
Cinnamon00 00 01 00 00 00
Asst. Factory Officer 02 04 04 02 02 02
Jnr. Asst Factory Officer
03 04 04 03 03 03
Total 06 10 11 06 05 05
Forecasting future HR demand
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Requirement Available
Office Staff 2014 2015 2016 2014 2015 2016
Chief clerk 01 01 01 01 00 00
Clerk 02 02 02 02 02 02
Junior Clerk 01 01 01 01 01 01
Total 04 04 04 04 03 03
Forecasting future HR demand
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Requirement Available
Factory Staff 2014 2015 2016 2014 2015 2016
Factory Officer- Tea 01 01 01 01 00 00
Factory Officer - Rubber
00 01 01 00 00 00
Factory Officer -
Cinnamon00 00 01 00 00 00
Asst. Factory Officer
02 04 04 02 02 02
Jnr. Asst Factory Officer
03 04 04 03 03 03
Total 05 10 11 06 05 05
Forecasting future HR demand
Forecasting future HR demand
Requirement Available
Office Staff 2014 2015 2016 2014 2015 2016
Chief clerk 01 01 01 01 00 00
Clerk 02 02 02 02 02 02
Junior Clerk 01 01 01 01 01 01
Total 04 04 04 04 03 03
Medical / Health Staff
2014 2015 2016 2014 2015 2016
Midwife 01 01 01 01 01 01
Welfare officer 01 01 01 01 01 01
Child Develop: Officer
01 01 01 01 01 01
Total 03 03 03 03 03 03
Requirement Available
Technical Staff
2014 2015 2016 2014 2015 2016
Elect: / Mechanic 01 01 01 01 01 01
Lathe machine operator
01 01 01 01 01 01
Boiler Operator 01 01 01 01 01 01
Total 03 03 03 03 03 03
Drivers 2014 2015 2016 2014 2015 2016
Lorry Drivers 02 02 03 02 02 03
Tractor driver 01 01 01 01 01 01
Jeep driver 01 01 01 01 01 01
Total 04 04 05 04 04 05
Forecasting future HR demand
Requirement Available
Workers 2014 2015 2016 2014 2015 2016
Tea Harvesting 59 58 57 59 54 51
Rubber Tappers 100 102 104 101 94 87
Sundry workers 74 74 74 70 63 57
Factory - Tea 37 40 44 37 40 44
Factory - Rubber 0 12 14 0 0 0
Factory - Cinnamon 0 0 15 0 0 0
Total 270 286 293 267 251 239
Forecasting future HR demand
Requirement Available
Capital Works 2014 2015 2016 2014 2015 2016
Tea: Infilling 8 6 4 8 6 4
Re-Planting- Upkeep
24 30 29 24 30 29
Rehabilitation
-Grass11 8 11 11 8 11
Timber/Fuel wood 3 3 3 3 3 3
Cinnamon 5 5 5 5 5 5
Rubber 5 5 5 5 5 5
Total 56 57 57 56 57 57
Forecasting future HR demand
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Estimate HR supply
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Estimate HR
supply
• Company uses both Internal & External Supply to estimate HR supply
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• Executives and senior staff vacancies –
• from internal Supply
• Trainee Executives and junior staff vacancies - from external Supply
• Permanent labour vacancies – from internal Supply – Casual workers
• Special skills & casual labour – from external Supply
Estimate HR
supply
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• Internal & external HR recruitment
• Executives – by Group HR Head & Directors
• Staff - by Head / HR with GM
• Workers – by Estate Superintendent
Estimate HR
supply
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• Senior staff will not promote as plantation executives (i.e. Superintendents or Asst. Superintendents)
• Workers will not promote as staff
• Children of executives, staff or workers can recruit for any position upon qualifications
• Recruitment priority is for employee children
Estimate HR
supply
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For executive & managers
• “skills inventory” model in ERP system
• Basic “management inventory” model – need improvements (No info on Mgt. systems developed & implemented, creative works and innovations )
Estimate HR
supply
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For staff,
• Basic “skills inventory” model available
• No proper “management inventory” model
• Only basic information
• Need improvements
Estimate HR
supply
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• Head of HR & Board of directors develop “Succession Plan” for the Managers / executive
• “Routes to Grow” - 03 year on the job management training for the Managers/ executives
• It analyze the competencies of employee
• Develop plan for individuals to enhance the competencies in weaker areas
Estimate HR
supply
Excess / Shortage
Vacancy due to
Filling method
2014 2015 2016
Field Officers 0 -1 0 Retire Promotion
Jnr. Field officers 0 -1 -1 Expansion Recruitment
FO - Tea 0 -1 0 Retire Promotion
FO - Rubber 0 -1 0 Expansion Recruitment
FO - Cinnamon 0 0 -1 Expansion Recruitment
Asst. FO 0 -2 0 Expansion Recruitment
Jnr. Asst FO 0 -4 -3 Expansion Recruitment
Chief clerk 0 -1 -1 Retire Promotion
Tea pluckers 0 -4 -6 Retire Suppressed
Rubber Tappers 1 -8 -17 Retire Recruit
Sundry workers -4 -11 -17 Retire Suppressed
Fac: workers - Rubber 0 -12 -14 Expansion Recruit
Fac: workers - Cinnamon 0 0 -15 Expansion Recruit
Excess / Shortage
Vacancy due to
Filling method
2014 2015 2016
Jnr. Field officers 0 -1 0 Expansion Recruitment
FO - Rubber 0 -1 0 Expansion Recruitment
FO - Cinnamon 0 0 -1 Expansion Recruitment
Asst. FO 0 -2 0 Expansion Recruitment
Jnr. Asst FO 0 -4 -3 Expansion Recruitment
Rubber Tappers 1 -8 -17 Retire / Exp
Recruitment
Fac: workers - Rubber 0 -12 -14 Expansion Recruitment
Fac: workers - Cinnamon 0 0 -15 Expansion Recruitment
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Compare forecast demand with estimated supply
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Process use by Finlays
• Enterprise resource planning (ERP)
• Digital / ICT culture• Linked network
Compare forecast demand
with estimated
supply
DemandSupply method
2014 2015 2016
Field Staff 0 2 1 Promotion
Factory Staff 0 8 1 Promotion
Office Staff 0 1 0 Promotion
Tea Field workers 4 15 23 Suppressed
Rubber Field workers 0 8 17 Recruit
Factory workers 0 12 17 Recruit
Compare forecast demand
with estimated
supply
Highest demand for Tea, Rubber & sundry workers
Can Finlays achievedemand
2014 2015 20160
5
10
15
20
25
Field Staff Factory Staff Office Staff Tea Field workers Rubber Field workers Factory workers
below 20
20 -25 26 - 30
31- 35 36 - 40
41 - 45
46 - 50
51 - 55
above 55
0
5
10
15
20
25
30
35Age distribution of workers – Galbode Estate
Tea Rubber
Risk of future supply – young generation migrate to cities
State in danger
Demand
2014 2015 2016 01 Field Officers 0 1 1 02 FO - Tea 0 1 0 03 Chief clerk 0 1 0New Asst. Field Officer 1 1
01. Field Officer vacancy
An Assistant Field Officer will promote to the vacant position
A Trainee Assistant Field Officers will recruit 06 months prior to the retirement
Vacancy due to
Supply method
01 Field Officers Retire Promotion 02 FO - Tea Retire Promotion 03 Chief clerk Retire PromotionNew Asst. Field Officer Promotion Recruit
Example cont:
Demand
2014 2015 2016 01 Field Officers 0 1 1 02 FO - Tea 0 1 0 03 Chief clerk 0 1 0New Asst. Field Officer 1 1
NewJnr. Asst. Fact:
Officer 1
02. Factory Officer – Tea vacancy
An Assistant Factory Officer will promote to the vacant position
A Junior Assistant Factory Officer will promote to fill the vacancy of Asst. FO created by above promotion
A Junior Assistant Factory Officer will recruit 06 months prior to the retirement
Vacancy due
toSupply method
01 Field Officers Retire Promotion 02 FO - Tea Retire Promotion 03 Chief clerk Retire PromotionNew Asst. Field Officer Promotion Recruit
NewJnr. Asst. Fact:
Officer Promotion RecruitExample
cont:
DemandVacancy due to
Supply method
2014 2015 2016
01 Field Officers 0 1 1 Retire Promotion
02 FO - Tea 0 1 0 Retire Promotion
03 Chief clerk 0 1 0 Retire Promotion
NewAsst. Field
Officer1 1 Promotio
n Recruit
NewJnr. Asst.
Fact: Officer
1 Promotion Recruit
New Junior Clerk 1 Promotio
n Recruit
Example cont:
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• 03. Chief Clerk vacancy
• A Clerk will promote to the vacant position
• A Clerk will promote to fill the vacancy of clerk created by above promotion
• A trainee junior clerk will recruit 06 months prior to the retirement
Example cont:
Demand Vacancy due to
Supplymethod
2014 2015 2016
Jnr. Field officers 0 1 0 Expansion Recruitme
nt
FO - Rubber 0 1 0 Expansion Recruitment
FO - Cinnamon 0 0 1 Expansion Recruitme
nt
Asst. FO 0 2 0 Expansion Recruitment
Jnr. Asst FO 0 4 3 Expansion Recruitment
Rubber Tappers 1 8 17 Retire /
ExpRecruitme
ntFac: workers
- Rubber 0 12 14 Expansion Recruitment
Fac: workers - Cinnamon 0 0 15 Expansion Recruitme
nt
Why and when
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• Jnr. Field Officer & Jnr. Asst. FO - recruit as trainees
• FO – Cinnamon – recruit on recommendations of Export Ag. Dept.
• FO – Rubber – Head hunting • Rubber tappers & factory
workers – from casual workers
• Cinnamon workers – recruit as trainees from adjacent villages
Who and how
DemandVacancy due
to
Supplymethod201
42015 2016
Tea pluckers 0 4 6 RetireHiring Freeze
Sundry workers 4 11 17 Retire
Hiring Freeze
•Instead of Tea pluckers – Outsourcing of tea fields & shear harvesting
•Instead of Sundry workers – Mechanizing ( weeding by brush cutters) & outsourcing
Tea pluckers
and sundry workers
Demand Supply
Net employee
requirement
Supply method
Field Officers 1 1 0 PromotionJnr. Field officers 4 0 4 Recruitme
ntFO - Tea 1 1 0 Promotion
FO - Rubber 1 0 1 Recruitment
FO - Cinnamon 1 0 1 Recruitment
Asst. FO 2 0 2 Recruitment
Jnr. Asst FO 5 0 5 Recruitment
Chief clerk 1 1 0 Promotion
Junior Clerk 1 0 1 Recruitment
Tea pluckers 10 0 10 Hiring
Rubber Tappers 25 25 0 RecruitSundry workers 32 0 32 Hiring
Fac: w – Rubber 14 0 14 Recruit
Fac: w – Cinnamon 15 0 15 Recruit
Net employee
requirement
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Finlays reduce
uncalculate
d the shortage
• Give promotions• Giving bonus• Rewarding best workers• More rubber• Welcome relations• Hand to next generation• Love and affection• Job verification
•Galbode Estate indicates net shortage of employees
•Highest Shortage in worker category
•Currently worker supply available through casual worker force
•Estate plans freeze further hiring of workers for tea field works
GalbodeEstate and Finlays….
•No difficulty to recruit new executives or staff due to the company reputation
•At present company has 86 applications for trainee executives
•208 applications at GM’s office for different staff categories
•Estate has identified risk of labour migration due to post war development in other parts of the country
GalbodeEstate and Finlays….
60
Strategies to be taken
61
Galbode Estate…
• Negative Employment requirements
• No requirement of executives• Mediocre demand for staff• Highest demand for workers• Estate plans to freeze hiring of
workers in tea fields/ sundry
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Executives • Yet enough attraction• But downward trend
– New opportunities– Traditions– Infrastructure– Remoteness
Staff• No or insignificant change in
attraction• Downward trend in skills
RECRUITMENT
63
Internal supply through promotions
• Only junior positions will be recruited• All employee have equal opportunity
to climb the ladder • Company provides enough space and
time to grow
HR SUPPLY
EXECUTIVES
&
STAFF
64
Internal supply – Executives & Staff
• Identify competencies
• Evaluate performance
• Training individuals
• Succession plan
PREPARING
EXECUTIVES
&
STAFF
FOR FUTURE
DEMAND
65
POTE NTIAL
High Growth
PotentialENIGMA – New
to Role/Role Mismatch
GROWTH EMPLOYEE
NEXT GEN: LEADER
Growth Potential
-Role
Expansion
DILEMMA – Role Dilemma /
New to Role
CORE EMPLOYEE
HIGH IMPACT
PERFORMER
No/Limited Growth Potential
UNDER PERFORMER
EFFECTIVE
TRUSTED PROFESS-
IONAL
New Role/Does not
meet/Partially meetsExpectations
Meets expectations
Exceeds expectations
PERFORMANCE
THE TALENT GRID
TO SUCCESSION PLAN
66
Workers
• Migration to towns for new jobs• Foreign employment• Social status• Attractive new industries
HR SUPPLY
WORKERS
67
• nnsnsn
Strategy method objectives
Freeze hiring
Reduction of work force introducing less labour intensive crops.
To restructure / right size the work force by 2016. Continue with crop diversification
Increase Labour Productivity
Outsourcing of fields for harvesting and contract work.
To out source 20% of tea fields for harvesting
Capital substitution
Shears harvesting /machine harvesting of tea fields. Automation of factories.
To continue trials with 500 shears and 02 machines in 2014/15 & automate 04 factories by 2016
STRATEGY FOR WORKERS
71
Thank you
72
Thank
you