1. 4. HRP By Dr. Arbab Akanda

2. Information Once you know the process you are using to carry out workforce planning, you will need to source and analyze relevant date This is needed to understand likely requirements for the:  Future supply of labour – that is what people are going to be available within the organization and for hire in the labour market

3. Information Future demand for labour – that is, what does the organizational strategy tell us about the likely demand for labour? How many people are we going to need, in what jobs and what skills and capabilities will they need to have?

4. Information It is important to understand that you are getting the right information into your plan, continuously being conscious of what is going on in the external environment and making sure that you are making the connections across the business

5. How to gather information  Bottom up data collection exercise  Consultations  Structured discussions with the top management  Discussion with the operations and finance managers

6. What information might be useful to collect  Qualitative – internal This involves potential new directions, technology scenario planning, new ways of working Information from senior management – strategic information and operational information including information from the HR about skills, capabilities, feedback from the other managers and overall performance, attitude, motivation

7. What information to collect  Quantitative – external  Labor market – eg demographics, skills, training providers  Population – demand for service/goods

8. What information to collect Qualitative – external Social trends Developments in technology Changing patterns of consumer spending and lifestyle Social attitudes

9. What information to collect  Quantitative – internal  Workforce date – eg turnover, absence data, demographics, training spend, recruitment spend, working patterns, succession planning, talent planning, competence levels, customer information and feedback from the customers

10. Links to other HR practices Workforce planning does not occur in isolation. In most of the cases, a wide variety of activities taking place under the workforce planning banner There must be alignment between the different activities and that they support each other The outcome of workforce planning was about informing resource plans: Resource and talent management Organization design and development

11. Linkages Employee engagement Learning and development THANK YOU AND HAVE A NICE EVENING