Human Resources Planning

Human Resources Planning

That is to have a practical effect by optimizing the use of resources and/or making them more flexible, acquiring and nurturing skills that take time to develop, identifying potential problems and minimizing the chances of making a bad decision. It also involves understanding the present in order to confront the future, challenging assumptions and liberating thinking, making explicit decisions that can later be challenged, standing back and providing an overview and ensuring that long-term thinking is not driven out by short-time focus. With good organizational purpose, it includes communicating plans so as to obtain support and adherence to all parties, linking HR plans to business plans so as to influence them, gaining corporate control over operating units.

We have experience in conducting Scenario Planning, Demand Forecasting, Supply forecasting, Forecasting requirements and action planning and assist organizations has the number of people with the right skills needed to meet forecast requirements.

Succession Planning

It facilitates transition when an employee leaves. It is not unusual to have a departing employee work alongside his or her successor for a given period prior to departure to facilitate the transition. Succession planning aids in this process. Succession planning identifies the development needs of high-potential employees and assists with their career planning. By identifying specific individuals who might be asked to assume high-level responsibilities, the organization can attempt to develop key skills in these individuals that might be needed in subsequent assignments.

The Succession planning we conducted is based on the information about managers gleaned from supply and demand forecasts, talent audits and performance potential review. We also provide mentoring program and workshops as part of the succession planning service.

Talent Management

It consists of a view on how the processes described in HR overall package to employees in the organization should mesh together with an overall objective – to acquire and nurture talent wherever it is and wherever it is needed by using a number of interdependent policies and practices.

It is to ensure that there is a talent flow that creates and maintains the required talent pool.

Retention Planning

The turnover of key employees can have a disproportionate impact on the business. It should be based on an understanding of the factors that affect whether or not employees leave or stay.

It is necessary to measure employee turnover and calculate its costs in order to forecast future losses for planning purposes and to identify the reasons that people leave the organization. Plans can then be made to tackle the problems causing unnecessary turnover and to reduce costs.

Knowledge Management

Knowledge management is concerned with storing and sharing the wisdom, understanding and expertise accumulated in an organization about its processes, techniques and operations. We treat knowledge as a key resource. We focus on the development of firm-specific knowledge and skills that are the result of organizational learning processes. It is concerned with both stocks and flows of knowledge systematically.

We can assist organizations in identifying the most suitable approach to knowledge management strategy with a knowledge management system in long run.

We have experience in helping to develop an open culture in which the values and norms emphasize the importance of sharing knowledge. We successfully promoted a climate of commitment and trust. We provide advice on resourcing policies and provide resourcing services that ensure that valued employees who can contribute to knowledge creation and sharing are attracted and retained. We also advised on methods of motivating people to share knowledge and rewarding those who do so designed with the organizations.