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Human Resources Slide 1

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Sajid Masud
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0% found this document useful (0 votes)
37 views17 pages

Human Resources Slide 1

Uploaded by

Sajid Masud
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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Human resources slide

1
HUMAN
RESOURCES
Assignment#2
HR Strategy & Planning
Sajid Masud
Human
AGENDAresources slide 2

Executive Summary

Organizational Framework

Job Hierarchies

Workforce Analysis

Role Creation

Leadership Development

Performance Metrics Assessment

Organizational Blueprint

Organizational Chart
Executive
Human resourcesSummary slide 4
The integrated plan for US Dyeing & Finishing Mills (Pvt.) Ltd. outlined in this
:
strategic HR document is intended to support organizational growth. Establishing
a strong organizational structure and well-defined job hierarchies that specify
duties and responsibilities at each level is the first step in the process. The
strategy calls for a thorough review of the labour force, with an emphasis on talent
requirements and skill gaps that exist today. Key roles that support operational
objectives are then created.

To ensure the development of future leaders who can promote efficiency and
creativity, leadership development is an essential component. This approach
presents focused development programs and succession planning to enable future
leaders.
The HR strategy also places a strong emphasis on performance metrics, offering
quantifiable key performance indicators (KPIs) to monitor employee performance
and the overall success of HR efforts. The use of these criteria guarantees
congruence with organizational goals, fostering ongoing enhancement, staff
involvement, and labour force efficiency. Through the integration of these
components, the strategy guarantees sustained organizational growth, improved
personnel management, and greater operational performance in the context of
the company's competitive environment.
Human resources slide 5
Organizational Framework
Departments: Production, Engineering, HR, Finance,
Sales & Marketing. HUMAN
Headcount: 270 total employees.
RESOURCE
Reporting Structure: CEO > Managing Director >

S
Director > General Manager > Department Heads > Managers >
Team Leads > Operators.

Job Hierarchies
Current Roles: General Manager (3), Senior Manager Organizational
(5), Manager (8), Deputy Manager (7), Assistant Manager (12) Framework
Officers (15) Supervisors (20), Workers (200).
Proposed Roles: Add Managing Director, Director for
Marketing and Production. Job Hierarchies

Workforce Analysis
Current Skill Gaps: Shortage of technical staff in
Engineering. Workforce Analysis
Turnover Rate: 10% in the last 12 months.
Training Requirements: Leadership training for middle
management and technical training for production staff.
HUMAN RESOURCES
Human resources slide 6
Role Creation
• New Roles: Senior Engineer (Mechanical) and Assistant Manager Engineering Operations.
Leadership Development
• High-Potential Employees: 3 Senior Managers identified for leadership development.
• Leadership Programs: Mentorship and executive coaching.
Performance Metrics Assessment
• KPIs: Employee Retention Rate (Target: 90%), Training Completion (Target: 100%), Productivity
Rate (Target: 95%).

Organizational Blueprint:

 Name: US Dyeing & Finishing Mills (Pvt.) Ltd.


● Sector: Textile Dyeing and Finishing Industry
● Vision: To be a leading provider of high-quality and sustainable textile dyeing and finishing solutions
globally.
● Mission: Deliver exceptional value to customers through innovation, sustainability, and excellence in
fabric processing.
● Values: Integrity, Innovation, Sustainability, Quality, and Customer Focus.
● Structure: Develop an Organizational Chart to visualize the company
HUMAN RESOURCES
Human resources slide 6
Organizational Chart:
• CEO
• Managing Director
• Director (Production, Sales & Marketing)
• General Manager (Production, Sales & Marketing, Finance)
• Senior Managers (HR, Production, Engineering, Finance, Supply Chain)
• Managers (HR, Operations, Sales, Technical)
• Deputy Managers
• Assistant Managers
• Officers
• Supervisors
• Operators/Staff
Hierarchy
CEO > Managing Director > Director > General Manager > Senior Managers > Managers >
Deputy Manager > Assistant Managers > Officers > Supervisors > Operators

All above details are related to company vision, mission structure and
Strategy.
Now as per Assignment requirements I would like to choose and share
Engineering department details as an example for my assignment.
Engineering
Human resources slide 7

Grading and Roles Workforce Development Position Engineering Succession Architecture

Analytical Review Financial Planning for HR HR Plan Monitoring Workforce Analysis

Succession Planning HR Calendar Development


Grading and Roles
Human resources slide 8
Grading System: Establish job grades based on skill levels, experience, and responsibilities.
Role Descriptions:
a. Mechanical Engineer: Responsible for the design, development, and maintenance of machinery.
i. Example: A mechanical engineer is in charge of optimizing the performance of dyeing machines to
reduce waste.
b. Electrical Engineer: Focuses on electrical systems and equipment, ensuring compliance with safety
standards.
i. Example: An electrical engineer who designs control systems for automated textile machinery.
c. Maintenance Technician: Conducts routine maintenance and repairs on machinery.
i. Example: A technician performing preventive maintenance on printing machines to avoid downtime.
d. Engineering Supervisor: Oversees engineering projects and manages the engineering team.
i. Example: A supervisor who coordinates the team responsible for upgrading the dyeing process.
Workforce Development
Human resources slide 8
a. Analysis: Conduct a comprehensive workforce assessment to project staffing needs and required skill
sets.
Example: Current headcount of mechanical engineers is 10, but required headcount is 15. This indicates a
need for 5 additional engineers.
b. Skill Management: Identify critical roles and any skill shortages, then strategize recruitment and
development accordingly.
Example: If the workforce analysis shows a lack of expertise in CAD software, a training program will be
developed.
c. Planning: Align workforce strategies with organizational goals to ensure efficiency.
Example: Creating a plan to hire 3 new electrical engineers in the next quarter to meet production demands.

Position Engineering
Creation: Develop new roles based on workforce analysis and projections.
a. Example: If the department is expanding, new roles such as a "Process
Optimization Engineer" may be created.
Integration: Clearly define responsibilities and reporting lines for each role.
b. Example: The Process Optimization Engineer will report to the Engineering
Supervisor and work closely with the Mechanical and Electrical Engineers.
Succession Architecture
Human resources slide 8
a. Planning: Design a succession plan to nurture potential leaders within the
Engineering Department.
i. Example: Identifying a senior engineer -AM- as a potential successor to
the Deputy Manager.
b. Process: Establish criteria for identifying high-potential employees.
i. Example: Employees showing leadership qualities and achieving
performance targets will be considered for leadership training.

Analytical Review
a. Ratio Analysis: Perform an analysis of HR metrics such as turnover rates,
hiring costs, and training expenses.
i. Example: If the turnover rate is at 10%, it indicates that 10 out of 100
engineers have left the organization.
b. Recommendations: Provide insights based on this analysis to drive HR
enhancements.
i. Example: If high turnover is linked to inadequate training, investing in
training programs can be recommended..
Financial Planning for
Human resources slide
HR 9
Planned Expense Actual Expense
Category Variance (PKR) Notes
(PKR) (PKR)
Increased hiring for
Recruitment Costs 1,200,000 1,300,000 100,000
electrical engineers

Focus on in-house
Training &
1,500,000 1,450,000 -50,000 training for new
Development
technologies

Rise in healthcare costs


Employee Benefits 3,000,000 3,200,000 200,000
for engineering staff

Employee
Fewer engagement
Engagement 800,000 600,000 -200,000
activities this year
Activities
Less need for
Contingency Fund 1,000,000 900,000 -100,000 contingency fund this
year
Overall savings due to
Total 6,500,000 6,350,000 -150,000 effective cost
management
HR Plan Monitoring Workforce Analysis
Human resources slide 9
Metric Target Actual Variance Improvement Plan Current Required
Role Gap Training Required
Headcount Headcount
Improve employee
Turnover Rate
8 10 -2 retention Mechanical Advanced
(%) 10 15 5
programs Engineers mechanical design
Streamline
Time to Hire
25 30 -5 recruitment Electrical Electrical safety
(Days) 8 10 2
processes Engineers standards
Training Increase training
95 90 -5 Preventive
Completion (%) sessions Maintenance
5 7 2 maintenance
Employee Conduct employee Technicians
80 75 -5 techniques
Satisfaction (%) surveys
Implement cost- Engineering Leadership and
Recruitment Cost 4 4 0
1,200,000 1,300,000 -100,000 effective hiring Supervisors management skills
(PKR)
strategies
Succession Planning
Human resources slide 9
Current Role Potential Successor Current Grade Readiness (Years) Development Plan

Leadership training, project


Chief Engineer Senior Engineer G7 3
management

Senior Mechanical Junior Mechanical Advanced mechanical systems


G9 2
Engineer Engineer training

Senior Electrical Junior Electrical Electrical design and project


G9 2
Engineer Engineer management training
HR Calendar
Human resources
Development slide 9
Month Activity Objective Budget (PKR)
Finalize engineering workforce Align HR strategy with engineering
January 800,000
plan & budget goals

Hire 7 new engineers before peak


February-March Recruitment drive for engineers 400,000
workload

Assess engineering staff


April-May Mid-year performance reviews 200,000
performance

Safety training for engineering Ensure compliance with safety


June-July 300,000
staff standards

August- Identify and train future


Succession planning review 150,000
September engineering leaders

HR strategy & budget for Plan HR initiatives for the


October-November 400,000
engineering department engineering department

Final assessment of engineering


December Year-end performance reviews 200,000
staff performance
Strategic Congruence
Human resources slide 8
a. Evaluation: The HR strategy aligns well with the company's vision, mission, and values. By promoting innovation and
sustainability in its workforce, the strategy echoes the company's long-term aspirations. Roles like the Managing Director,
Director for Marketing and Production demonstrate this alignment by focusing on operational excellence and customer
service.
i. Example: Leadership development programs are designed to ensure innovation, directly reflecting the company’s focus
on continuous improvement.

Plan Clarity
a. Evaluation: The HR plan is practical and clear in its objectives. Key elements such as workforce analysis, job
hierarchy design, and leadership development are well-defined and address real organizational needs.
i. Example: New roles like Assistant Manager Operations and Senior Engineer (Mechanical) target efficiency and
productivity challenges directly.

Innovative Approach
a. Evaluation: The HR strategic plan incorporates creative solutions like leadership mentoring, executive coaching, and
customized training programs for high-potential employees. The focus on leadership development and succession
planning ensures a fresh and innovative approach to talent management.
i. Example: Offering a mix of traditional mentorship with digital training programs reflects modern HR practices.
Analytical Depth
Human resources slide 8
a. Evaluation: Workforce analysis is thorough, identifying critical skill gaps in engineering and providing a detailed overview of
turnover rates and training needs. The plan uses analytics to project future talent requirements and operational efficiency.
i. Example: A 10% turnover rate and the focus on leadership training and technical skills development illustrate a clear
understanding of the current workforce landscape.

Succession Robustness
a. Evaluation: The succession plan is well-developed with clear identification of high-potential employees. It is based on
performance reviews and a defined career path for future leadership roles, ensuring continuity in key departments.
i. Example: Senior Managers identified for leadership grooming ensure long-term leadership stability within the company.

Budget Realism
a. Evaluation: The HR budget has been realistically allocated, factoring in leadership development, technical training, and
recruitment for new roles. The proposed budget is feasible within the company’s current financial framework.
i. Examples: Training programs for technical staff and leadership development are allocated 15% of the HR budget,
aligned with industry standards.

Monitoring Efficacy
a. Evaluation: The performance tracking systems and KPIs (e.g., retention rate, training completion) are well-
defined, providing clear metrics for monitoring HR strategy success.
i. Example: KPIs like employee retention (90%) and productivity rate (95%) are measurable, and
systems are in place to monitor performance effectively.
Human resources slide 10

Thank You

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