In this Post I would like to focus on the most crucial ingredient of People Planning and Deployment for better Business Results. Every Human Resource would have an under laying strength to build your organisation. However, If that specific strength is not used for effectiveness in Business the Asset becomes Liability. All the HR Professionals and the Business owners must be aware of this consciously and top of mind.
Business Vision and ability to foresee at least the near future is the key for better people planning in organisations. Along with a great Vision one must also should know what are the usable controllable in business to enhance the time productivity. The challenges differ at each stage of organisational Life cycle. Assessing constantly on the business plans, changing needs of customers and external business/social/economic conditions helps to handle effectively.
We shall discuss the Various challenges and how to plan for sTartup, Growth & Maturity stage Organisations:
Start-UP: The challenge at the start-up is always "Less is Good for More"... one resource working on multiple tasks. That means the identification and deployment on jobs which are like a huge function in a large organisation. Of course, the intensity of work would be less comparative to a large organisation. Designing work plans and schedules in such a way to make sure single resource handle multiple tasks. However, clear definition of task and expectations are always important at this stage. At this stage Home grown talent while the external induction of people would help for longterm benefit and cost advantage. There must be a good mix of Experienced Talent at Middle level and a large pool of Junior level talent to grow for future. The strategic and the top level focus would always comes from the promoters at initial stages. The Budgeting on any manpower would be based purely on a Zero Based and on Business expected to do. However a very very frequent and short-term goals for planning and readjustment would help sustain the focus.
Growth Stage : The entire plan for People and Deployment becomes critical at this level for manging the growth. There would be lot of investment in the new teams and also maintaning quality of service/product. That makes it challenging in planning the right set of people strength and managing the customer expectations. The early stage planning and deployments would be of great help in managing this transition into growing big. The key challenges here are the relooking at the job roles and responsibilities and creating that right set of expectations for delivery. At this stage Integrating the Performance Management with Business Results helps in identifying and measuring the key yeild factors in Revenue, Quality, Customer Retention etc., The Budget could be incremental based on the previous estimates and taking into consideration of the Strenth of Organisation and the stretched targets in varous Revenue Zones.
Maturity: At this stage its always a right sizing to make sure that the resources are delivering at their best and in the right roles. The plan to include re-training on specific skills or cross skilling for better utilization of Resources. At this Stage the Performance Management to focus on widening the scope of work and building the competencies required for business competitiveness. There would be enough data available at this stage to estimate the various cost benefit ratios of People and Revenue. Using the Broad based budget in focus and the external market conditions and the ability attract the new talent to keep in mind for People planning.
Some of the matrices of Organisational Performance useful for Planning :
I - This may include various ratios related to Revenue Vs. People (Month wise, Division Wise and Yearly)
i. Revenue per person/employee
ii. Operational activities/logistics per Person/Employee
iii. Ratio of support function vs. the number of people in organisation
II - Based on the ratio’s create base assumptions for Manpower Planning ( Need to plan to stretch while assigning for better organizational performance). Assign the Basic Assumptions for Manpower Planning
a. Make division-wise revenue & operational flow expectations
b. Assign the ratios to the future year
c. Create a statement showing manpower requirements division wise/ month wise / year.
d. Critical of this stage is to finalise the numbers & Various Cost implications based on the plan (Financial budget to be interlinked).
i. Map with each of the unit and finalise the realistic people requirements.
ii. Finalize the number of positions and the profiles to be tracked and hired during the next year.
iii. Monitor constantly for building efficiency in the cost advantage.
I am sure the above are are only guidelines to help plan better. Please do add your inputs with your comments and suggestions.
Featuring : Husys Vision, Vikram Presentation at IIMB, Husys 9 year Logo...
Business Vision and ability to foresee at least the near future is the key for better people planning in organisations. Along with a great Vision one must also should know what are the usable controllable in business to enhance the time productivity. The challenges differ at each stage of organisational Life cycle. Assessing constantly on the business plans, changing needs of customers and external business/social/economic conditions helps to handle effectively.
We shall discuss the Various challenges and how to plan for sTartup, Growth & Maturity stage Organisations:
Start-UP: The challenge at the start-up is always "Less is Good for More"... one resource working on multiple tasks. That means the identification and deployment on jobs which are like a huge function in a large organisation. Of course, the intensity of work would be less comparative to a large organisation. Designing work plans and schedules in such a way to make sure single resource handle multiple tasks. However, clear definition of task and expectations are always important at this stage. At this stage Home grown talent while the external induction of people would help for longterm benefit and cost advantage. There must be a good mix of Experienced Talent at Middle level and a large pool of Junior level talent to grow for future. The strategic and the top level focus would always comes from the promoters at initial stages. The Budgeting on any manpower would be based purely on a Zero Based and on Business expected to do. However a very very frequent and short-term goals for planning and readjustment would help sustain the focus.
Growth Stage : The entire plan for People and Deployment becomes critical at this level for manging the growth. There would be lot of investment in the new teams and also maintaning quality of service/product. That makes it challenging in planning the right set of people strength and managing the customer expectations. The early stage planning and deployments would be of great help in managing this transition into growing big. The key challenges here are the relooking at the job roles and responsibilities and creating that right set of expectations for delivery. At this stage Integrating the Performance Management with Business Results helps in identifying and measuring the key yeild factors in Revenue, Quality, Customer Retention etc., The Budget could be incremental based on the previous estimates and taking into consideration of the Strenth of Organisation and the stretched targets in varous Revenue Zones.Maturity: At this stage its always a right sizing to make sure that the resources are delivering at their best and in the right roles. The plan to include re-training on specific skills or cross skilling for better utilization of Resources. At this Stage the Performance Management to focus on widening the scope of work and building the competencies required for business competitiveness. There would be enough data available at this stage to estimate the various cost benefit ratios of People and Revenue. Using the Broad based budget in focus and the external market conditions and the ability attract the new talent to keep in mind for People planning.
Some of the matrices of Organisational Performance useful for Planning :
I - This may include various ratios related to Revenue Vs. People (Month wise, Division Wise and Yearly)
i. Revenue per person/employee
ii. Operational activities/logistics per Person/Employee
iii. Ratio of support function vs. the number of people in organisation
II - Based on the ratio’s create base assumptions for Manpower Planning ( Need to plan to stretch while assigning for better organizational performance). Assign the Basic Assumptions for Manpower Planning
a. Make division-wise revenue & operational flow expectations
b. Assign the ratios to the future year
c. Create a statement showing manpower requirements division wise/ month wise / year.
d. Critical of this stage is to finalise the numbers & Various Cost implications based on the plan (Financial budget to be interlinked).
i. Map with each of the unit and finalise the realistic people requirements.
ii. Finalize the number of positions and the profiles to be tracked and hired during the next year.
iii. Monitor constantly for building efficiency in the cost advantage.
I am sure the above are are only guidelines to help plan better. Please do add your inputs with your comments and suggestions.
Featuring : Husys Vision, Vikram Presentation at IIMB, Husys 9 year Logo...
hi GR...the blog provides us with quite an insight into how people planning and deployment should be done for maximizing business results....thanks for sharing the above information...i m sure it will be helpful to all the readers....:)
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