Monique Mukayagi10th November 2015

o It starts with critically Identify the long-term vision and direction

o Analyze the future requirements for products and services

o Identify the long-term vision and direction o Analyze the future requirements for

products and services o Use data already collected o Connect planning to the values of the

organization o Determining talents needed for the long

termo Identifying “real” continuity issues o Developing a business plan based on long-

term talent needs, not on position replacement

ChangesDetermine the changes in the number of employees needed in the targeted classifications in the future.

ClassificationDetermine which job classifications will be the focus of your Workforce Planning analysis

CompetenciesDetermine 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

AttritionForecast attrition from the targeted classifications

Retirements & PromotionsFurther refine your forecasting of retirements and/or promotions

Surplus & ShortagesIdentify staffing gaps – either the surpluses or shortages – in the targeted classifications

CompetenciesIdentify the gaps between the competencies currently possessed and those needed now and in the future

o Standardized measures of employee performanceo Track average length of service & turnover reasonso Equity of promotions across demographic groupso Inventory of internal talento Skill sets and education of employeeso Measures of employee performance potentialo Employee commitment and satisfactiono Internal promotion rates o Manager retention and promotion rateso Do people consider your company as a place to

start a career i.e. are you an employer of choice

C. INPUTS D. PROCESS A. OUTCOMES

Strategic Change Management

Future State

Customer Value

1. Plan To Plan

B .FEEDBACK E. ENVIRONMENTAL SCAN

8. Plan to Implement

9. Strategic Implementation & Change

10. Annual People Review & Update

7. People Edge Integration• 1 Year Business Unit Plans• 1 Year Work Plans &

Budgets

6. Developing People Strategy• Tied to corporate overall

strategic direction

5. Current State People Assessment• Human Resource Practices• Leadership Competencies

4. Key People Success Measures

3. Ideal People Edge(For Business Success)• People Vision• Organization / HR Roles• Core Competencies• Leadership Competencies

2. Business Scanning• Corporate Strategic Direction• Core Values• Stakeholders Expectations• Environmental People Scan

Parallel Process with Key stakeholders at

each step.

High Professional

Future High Professional

Low Performer

InconsistentPerformer

Reliable Performer

Adaptable Professional

High Potential

Future High Potential

Possible Future High Potential

POTENTIAL

PERFORMANCE

Less Agile More Agile

Less Effective

Highly Effective Targeted Talent Pool Candidates

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

That way you make them feel valued, wanted, interested and excited.

How do you on board?o Organization

History o Organization

Structureo Documentationo Cultureo Job role

LOGO PICTURENAME

o Title or Positiono Position Goals/ Overall

Objectiveso Key Result Areas / Key

Deliverableso Activities / Dutieso Knowledge, Skills, Abilities and

Personal Attributes

o Setting Standardso All managers should develop routine

performance objectives and discuss with each job holder to ensure complete understanding, alignment and agreement

o Every performance objective (KPI) should be developed on a SMARTER platforms -(Specific, Measurable, Attainable, Realistic, Time sensitive, Exciting and Recorded)

o The objectives shall then be signed off by both parties at the start of the business season

o Financial – Income, Cost, Rate of Returns, Profit, Savings

o Output – Units Produced, New Clients

o Impact – Standards, Quality,o Reaction - Satisfaction Level

both internal and Externalo Time – Turn Around Time

JOB EXPERIENCE FORMAL TRAINING

SELF-DEVELOPMENTREGULAR JOB ACTIVITIES

BROADENED EXPERIENCE

PROFESSIONAL ACTIVITIES

EDUCATIONAL ACTIVITIES

·Discussion of appraisals

·Guided Coaching

·Setting Standards

·Counselling

·Feedback

·Job Rotation

·Participation in Policy / Strategy making

·Task force Work / special projects

·Committee Assignments

·Temporary duty assignment

·Management Seminars

·Specialized training courses

·Conferences

·Case study discussions

·Participating and organizing conventions, symposiums

·Writing articles

·Teaching

·University courses

·Correspondence courses

·Book clubs

VISION / MISSION

ORGANISATION GOALS

POSITION GOALS

KRA

STANDARDS

ACTIVITIES

SKILLS

Objectives/GoalsDetermining the

business goals and objectives.

AlignmentAligning individual

goals and objectives to

business goals and objectives.

RolesClarifying roles

and responsibilities

CompetenciesDefining the

competencies i.e. knowledge,

skills and attitude.

BehaviorsDefining the

behaviors that drive successful

performance in the organization

Identify Opportunities

Picture the Desired Outcome

Establish the right Attitudes

Provide Resources

Practice – Skills Development

Reinforce Progress

Reward

o R

• Everyopportunity• BeSupportive• Positivereinforcement• Highlightstrengths

Encourage

• Trackwithtime

• Trackwithassignment

• Trackwithprocessorstructure

Focus

• Challengeappropriately• Interrupt theusualpattern• Askforoppositeyou• Reinforce thedifference

Elevate

• Askquestionstohave themthinkdifferently• EngageEmotions• Reveal blind-spots

Empower

o Motivation Vs Manipulationo Recognition - TAP

Rapport – Establish Rapport

Relate - 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