When we discussed about Manpower Planning, the first time must be understood that the process is conducted to support of operations or production processes associated with labor. The most fundamental in this process is the goal to be achieved by the organization within one year ahead, such as: increasing production, efficiency, increase profits, or increase the market. After that HR Division just adjusting to manpower needed so that organizational goals can be achieved.
Manpower Planning is not the process that can be done only within the Human Resources Division. Communication is very intensive, should be made to other parties, such as the Division of Operations / Production, Finance, and other divisions are also directly related.
Manpower Planning process requires information such as:
- Employee Master Data: information workers, with the full criteria (number, gender, age group, service year, demographic / location)
- Organization / Position Management: information on existing organizational structures with rank and position information. The important thing is the person who responsible for the position / job.
- Competency / Skill Management: information skills or even the ability of people working in the position or office.
- Budget: The financial ability of the organization that had been planned earlier to the needs of the workforce.
From the information above then we can get a complete picture about the current state of our organization. After that we can translate the new achievements that we will do for the next one year.
One process that is usually done in this process is “Profile Matching”, in the form of process simulation to see the organizations needs of manpower availability.
Some steps that eventually we produce after Manpower Planning process are:
- Describes the need for organizational structure and manpower completely.
- Placing the right employees in the organization. Step into the future can be a process: Recruitment, Career & Succession Planning, or even People Development.
- Prepare the necessary budget.
All this process will be very easy and possible if the organization has a comprehensive HR system and integrated.
The Art of Employees Selection
HR practitioners are currently being actively campaign for her new role as a strategic business partner. This can be done through a selection process that apt to bring the best qualified people to answer the needs of corporate business. Of course, the selection process is not as easy as one might imagine. Each position requires unique selection techniques, different from other positions.
There are usually more than one dimension that determines the success of a position. Hence, HR practitioners are required to use more than one selection technique. The experience often helps to determine which combination of selection techniques appropriate for a particular position, and which are good for other positions.
Non-staff positions generally require hard skills, such as factory worker, office boy, security, drivers. Meanwhile, classified in categories of staff are those who carry out routine operational functions (beginner graduate equivalent diploma / undergraduate). Junior Management appointed position to oversee the routine operational activities, including an Assistant Manager, Supervisor, Section Head and other positions with a minimum of three years experience.
Middle Management Strategic planning translates into operational measures, namely Manager and other positions with a minimum of 5 years experience. Meanwhile, the Senior Management strategic planning the future business challenges. These include General Manager, Board of Directors, the Chief of Function and other positions with a minimum of 10 years experience.
Here, the first part of the explanation for the accurate selection technique:
Employment application form which is generally created by each company’s standards in order to complement the administrative data are needed at the beginning of the selection process. In it contains detailed personal data, family, education, work experience and any additional supporting information. With this standardization, the applicants who do not have a comprehensive resume that is very helpful to express all the qualifications he had. Especially on non-staff level, staff and junior management.
Resume and Application Letter
Like job applicants who prepare the besclothes, Resume and Application Letter is very important to create a positive initial impression. Small errors, like typing the wrong, the placement of an upside-down pages, and prints are blurred, should be avoided. From this reason, HR practitioners can assess the applicant’s background and motivation for joining.
Furthermore, the analysis can be done by looking at the match between applicant’s qualifications with the needs of the company. For example, the range of previous employment, licenses and certificates held, or achievements. Resume and Application Letter is generally applicable to all levels. Before inviting applicants to attend the selection process, it is important for HR practitioners to evaluate the applicant’s written materials. Hence, HR practitioners from the outset can save time by stopping the selection process for applicants who are not eligible.
Outside view is often not in accordance with the contents inside. This is what lies behind the need for Psycho Test to predict the likelihood of successful applicants and eliminate the biometrics security fears. Especially for non-staff positions and staff, Psycho Test is very necessary to provide a comprehensive picture of the profile, including Talent Congenital (intelligence, working speed, accuracy) and Attitude (interests, values, opinions). Profile of applicants who revealed at a later Psycho Test could be compared with reference profiles a group of employees who have proven themselves successful in the same position. The more similar profile to the profile of applicants reference group, the more likely the applicant is successful.
Use of Psycho Test results can separate applicants who have a likelihood of success on a certain position from which not. Unfortunately, in recent years due to rampant circulation arising ire guidebook Psycho Test to discuss the answer keys and how to obtain a particular profile. Hence, HR practitioners need to be careful in choosing Psycho Test that will be used.
Standardized interviews where the questions formulated to explore the proposed dimensions required at the position spoken for. Usually focuses on behavior that never appear on the applicant’s previous experience.
HR practitioners can open interview session with the introduction first. Not only applicants who introduced himself, the interviewer can explain the purpose of the interview, introducing the organization and the position spoken for. As the interview progresses, HR practitioners can make short notes. Interruptions can also be done with a polite answer to sharpen the applicant. If every question is answered, HR practitioners can provide applicants the opportunity to ask questions. Interviews can be closed by telling follow-up interview process.
HR practitioners should maintain respect for the applicant. If the interviewer applies not polite, he will leave the company with bad image.