Manpower planning,process re-engineering and performance evaluation



 Recent articles have projected a significant growth in HR - leading in this expansion is New Workforce planning - the dynamic arm of HR. New workforce planning is significantly different to the old manpower planning - it uses new techniques, innovative predictive software and produces accurate financial results. This IACT training course is in the vanguard of these new practical and hands on techniques and processes.

Since the late eighties BPR has established itself as one of the most attractive change management options for coping and adapting to the new competitive environment. Reengineering is the fundamental rethinking and radical redesign of business processes to achieve dramatic improvements in critical measures of performance such as cost, quality, service, job satisfaction and speed.1 BPR utilizes components of several other tools and concepts such as systems engineering, benchmarking, Activity Based Costing (ABC), scientific management, customer satisfaction measurement and cross functional team building, in addition to Total Quality Management (TQM) of the quality movement. In addition to these borrowed concepts BPR prescribes looking for dramatic returns through discontinuous change. BPR without the radical change/dramatic returns is business process improvement (BPI).

Information technology has profoundly changed the way we do business during the past decade. Business process reengineering (BPR) offers one method for managing this change while at the same time making it possible to achieve dramatic gains in business performance.


Ø Objectives


At this program's conclusion, participants should be able to:


l  Understand Organizational Development process to increase productivity or value and reach the strategic goals via change in leadership, power, policies, job redesign or control

l  Use the key inputs to form a strategic plan

l  Be able to use the organizational change model to forecast organizational change and when restructuring is appropriate

l  Master the new formulas and be able to dispense with those old formulas that no longer add value

l  Be able to select form from design models for organization design

l  Use techniques for predictive forecasting using your existing data

l  Master key succession planning, emergency planning, productivity management, workflow techniques and BPM

l  To provide feedback to the employee by using a formal setting for communication between employee and supervisor;

l  To provide periodic direction and set goals for the employee's work

l  To provide an opportunity to recognize or reprimand the employee

l  To define the employee's needs for additional training or education and to set a new career path




This training course will combine presentations with instructor-guided interactive discussions between participants relating to their individual workplace. Practical exercises, video material and case studies aiming at stimulating these discussions and providing maximum benefit to the participants will support the training.

This interactive training course includes the following training methodologies as a percentage of the total tuition hours:

l  30% Lectures, Concepts, Role Play

l  30% Workshops & Work Presentations, Techniques

l  20% Based on Case Studies & Practical Exercises

l  20% Videos, Software & General Discussions

l  Pre and Post Test




l  HR Personnel, Manpower Planners, Department Heads, Succession Planners and Developers and Emergency Planners

l  Anyone who runs an organization, or a department, also those dealing with efficiency issues, mergers and acquisitions, business growth and the future management of the work fo



Day 1

Manpower Strategy and Organizational


l  New manpower planning activity critical role

l  Getting strategic time lines for effective planning

l  The new strategic model - the 10 critical inputs

l  Emergency planning – the critical role of manpower planning

l  Predicting when the organization needs to change – use of the land model

l  The land model – questionnaire

l  Case study on manpower planning – What should manpower planning do?

l  Case study and review

Day  2



l  Theoretical Review Business Process Reengineering

l  What is Business Process Reengineering?

l  Business Process Reengineering Steps

l  Phased approach to BPR

l  HR process reengineering in the Company

Day 3


  Business Process Reengineering in Organizational Transformation

l  Organizational Performance

l  Evolution of Performance Management

l  Identity and Communicating the Need for Change

l  Find the Inefficient Processes and Define Key Performance Indicators (KPI)

l   Reengineer the Processes and Compare KPIs

l  Inability to Properly Analyze Processes

l  Business Process Reengineering Examples

l  Not Putting The Right Team Together

l  Put Together a Team of Experts

l  Risk of Failure


Day 4


l  the role of HR in BPR

l  BPR and Total Quality Management (TQM)

l  BPR tools and techniques in Total Quality Management (TQM)

l  Ensure top management’s commitment and support

l  Proposed BPR methodology

o   Identify the necessity for change

o   Develop process objectives

o   Communicate the necessity for change with employees

o   Form a reengineering team

o   Determine the scope and scale of the project and develop a project schedule


Day 5


l  Business process reengineering examples: Fast Service company

l  Completely redesigning the delivery of products can give you unexpected results

l  Business process reengineering examples: company selling Services Information

l  This is an example of business process reengineering that shows the importance of studying the process and then modifying it





  • 08:30 – 10:15 First Session
  • 10:15 – 10:30 Coffee Break
  • 10:30 – 12:15 Second Session
  • 12:15 – 12:30 Coffee Break
  • 12:30 – 14:00 Third Session
  • 14:00 – 15:00 Lunch



 The Fee for the seminar, including instruction materials, documentation, lunch, coffee/tea breaks & snack :