---

As business organizations  increasingly feel the effects of the global financial crisis, the demands for improved salaries and benefits as well as legal compliance (for example, employment equity) similarly increases. In this environment business organizations have to take care that cost reduction and other interventions aimed at creating greater efficiencies do not erode their capacity to be competitive in the long term.

The modern economy, notwithstanding the current challenges, has shown that the quality of the human element in the business is the primary factor to ensure competitive advantage, profit and sustainability. In this regard Strategic Human Resource Planning and Management is key.

This two-day programme will help you to identify the key drivers to ensure effective human resources planning and to manage  availability and contribution as a supply chain for the future.

Following completion of this programme delegates will have the knowledge and understanding to:

• Identify the key drivers in  human resources supply chain management
• Develop the required strategies and strategic frameworks for effective human resource planning
• Effectively incorporate contradictory demands in the human resource supply process
• Identify and manage talent pools
• Brand the business as an employer of choice
• Develop the right value propositions to attract skilled people to the organization

Programme Outline

The HR Planning Landscape

• Global trends in technology, information and collaboration
• The changing workforce
• The changing workplace
• Contradictory issues – poverty, employment equity etc
• The workforce challenges for the organization

Classical HR Planning

• Job design
• Workforce requirements
• Gap analysis
• Identification of sources of HR supply
• Development and implementation of mobilization strategies to ensure the right people in the right jobs at the right time

A Pipeline Approach to HR Planning

• Identification of strategic HR needs for the business
• New perspectives on how to identify, mobilize, appoint and select people in the new economy (with specific reference to talent)
• The bargaining position of in demand talent in various phases of the economic life cycle
• Attracting and retaining the right quality and quantity of people to ensure an adequate supply of talent
• The importance of and strategies for optimizing retention

Talent Management

• The link between HR planning, talent and succession management
• The definition of talent pools
• Assessment and testing in selecting people to talent pools
• Affirmation and talent pool management
• Creating and managing strategic value propositions for talent pools
• Reshaping talent pools to meet the future HR requirements of the business

Perspectives on the Role and Function of HR and Line in Strategic HR Planning

• The role of the HR practitioner
• The line people management value proposition
• Identification of drivers for performance
• The impact of employee engagement in discretionary effort and retention
• The effect of on-boarding on retention

ABOUT YOUR EXPERT PRESENTER

Phil de Kock is an organization and management consultant with a career span of more than 20 years in several disciplines, including finance and admin, project management as well as human resource management and organization development. He has over the years served his professional community on several committees. In 2003 he coordinated a research project that was supported by, inter alia, SASOL, Excel Petroleum, Murray and Roberts Engineering Solutions as well as Fluor Daniel, dealing with the attraction, retention and development of high value employees in world class organizations.

During 2005-2006 Phil's work included lecturing in project management, leadership and human resources management at institutions that include the Centre for Learning, Training and Development (WITS University), Varsity College (ADVTECH Group Ltd) and Global Business School. His recent publications and training courses dealt with ROI of Training, HR Scorecards and Metrics as well as Job and Competency Profiling in South Africa, Botswana, Lesotho and Ghana.