28 Apr - 2 May 2025
London (UK)
Hotel : Landmark Office Space - Oxford Street
Cost : 5250 € Euro
Manpower Planning is now a critical factor in the longer-term ability of International businesses to compete globally. It is now seen as a key business requirement, organizations must have a clear strategy, to support the Manpower Planning process, we will discuss a number of real-life strategies and approaches.
Having a clear strategy will enable informed decisions to be made to achieve a balanced approach, how to assess and when to develop current staff or, actively recruiting external candidates into the company to satisfy future requirements.
In this Masterclass, we will consider how to maximize the use of resources in order to develop the right people at the right time for the future demands on the business. Having attended the Masterclass you will have gained sufficient knowledge and insights to put them into practice immediately after the program and you will:
Understand how to predict and therefore manage future trends
Consider the balance between managing individuals careers and business needs
Appreciate the relationship between operational and human resource management
Be able to use the most appropriate approach to your business manpower planning process
Develop your process management skills in order to maximize the use of resources
Learn and be able to implement new dynamic manpower planning systems
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
Mainly using interactive techniques, taking into account individuals experience - using discussions, analysis by the participants and case studies with appropriate inputs from the Programme Leader
Allowing time to explore options, testing benefits/potential pitfalls and various courses of action depending on the situation or requirement
Sharing of a number of global frameworks, methodologies, assessment of theories and, group presentations and discussions, etc.
The aim is to produce practical outcomes at all times - accordingly, participants will be encouraged to form into small groups to look at specific topics in-depth as the program develops
Delegates will experience a relaxed, friendly and supportive environment, evidence suggests that delegates learn best and remember more in such environments
There will also be the opportunity to discuss individual circumstances on a one to one basis with the Programme Leader if required
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 a 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 center’s, agreements and visual development maps
Business review – why manpower planning should be considered and where it has an impact - including a 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 headhunting
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