Work Load Analysis & Man Power Planning

Introduction :

The importance of the role of HR in planning and managing workforce requires understanding of the HR person in charge to be able to manage and plan quantity and quality of workforce effectively and efficiently. At present, the role of HR is required to not only as the “Fire Brigade” for any labor requirements, but more required to meet the needs of the Work Unit with paying attention to the level of productivity that needs to be achieved by the Company. Through Manpower Planning, HR can play a role as “Sparing Patner” for Top Management as well as a “facilitator” for each specific work unit needs.

Main Discussions :

• Helicopter View (HR Planning)
HR integralistic Planning supporting achievement of the vision, mission, or the target company. Material: organization design, workforce planning (MPP), training planning, performance planning, promotion planning, etc..

• Understanding of MPP (Manpower Planning)
The basic concept of Work Planning, minimizing “waste” in the recruitment of personnel, minimize uncertainty and reduce labor requirements errors in the “Staffing”.

• Mechanism MPP Macro Analisys
(Total Company Manpower Planning) Analyzes work planning company with total attention to the achievement of targets and productivity.

• Mechanism Micro MPP Analysis (Divisional Manpower Planning)
Assist HR in workforce planning in one unit at a time guided Staff HR in Change Management approach.

• Understanding post activity.
The translation of the results into the MPP HR system further, so that the vision and mission can be accomplished.

• Workshop on Macro / Micro Analysis
Studies for discussion and planning of the work discussed above and the unit labor requirement in future work.

• Workshop on implementation / simulation for Manufacture and Services Industry.
Conduct studies to be discussed and the MPP are discussed in the company Manufture and Services.


Training Need Analysis & Training Impact Evaluation

Introduction :

In order to support the company’s business targets, HR practitioners are required to be able to contribute to training programs that support the ‘core competencies’ company. For it is very important for HR practitioners master the technique of proper identification in order to produce training programs that fit the needs of the company, not just to meet the target of training activities.

On the other hand, as the activities of other companies, of course, the training must also provide a return that is greater than the amount of dollars that have been paid to finance the implementation of the training. The HR managers has been talk much about the benefits of qualitative training, with style that is generally understood by HR people. In order to justify the benefit of each execution of training, it is now time for HR managers can display data quantitatively using the “language of management”.

To be able to perform and realize analysis of better effect of training on business, tools and adequate skills are needed at once also the bond linked together with the analysis results of the training needs. For that, this course tries to provide tools and supplies necessary skills to perform the above activities.

Pokok Bahasan :

  • Define Training Need Analysis
  • Training Need Analysis Levels
  • How to align competencies to training program
  • Develop alignment between Training Need Analysis with Training Impact Evaluation
  • Step by step in developing Training Need Analysis
  • Training Evaluation Levels
  • Defining ‘TIE’ in Term of HR spectrum
  • Develop Objective Solution of TIE
  • Develop Evaluation Plans and Baseline Data
  • Develop Collect data Scenario during & after implementation
  • How to Convert Data to Monetary Value
  • How to tabulate Cost
  • How to develop & present ‘TIE’ result in clear report & management language

Training Tools :

  • Simulation ‘Competencies Modeling’ (Formula MS Excel)
  • Simulation ‘Training Need Identification’ (Formula Ms Excel)
  • Simulation ‘Training Impact Evaluation’ (Formula Ms Excel)

Training Design

Introduction :

Ineffective training is often a result of bad design, it’s a rough principle when wanting a good quality of training. Each step in the preparation of training should be connected to each other. The creative process certainly plays a major role in this regard. The program is designed to assist you in designing a training. The program is designed to build a creative process for designing training, and worked to create positive emotions during the learning process.

Main Discussions :

  1. The principle in conducting training design
  2. Doing the proper planning in the design of training
  3. Identify the information needed to design training
  4. Defining Instructional Objectives are more precise
  5. Organizing plan module / topic into a learning scenario
  6. Develop a learning scenario that best fits the purpose of training
  7. Identify the best strategies to show training
  8. Develop a short training module materials, solid and fun
  9. Perform quality checks of the training modules prepared

Training Analyst Program


As part of the human resources development in the company, training occupies a very important position. Because it requires no small amount of funding, training programs are not designed correctly only be a waste of money which can not significantly benefit the trainee employees or the company. To be able to see the needs and designing training programs, a Training Specialist should be equipped with adequate competence in analyzing and designing programs to address the needs of the company correctly. Furthermore, he should also be capable of the minimal function as a trainer, administrate and evaluate the runned program. And to make training can be applied on the job, a Training Specialist eventually also have to be able to make follow-up programs after training is completed.

Main Discussions:

  • Training as tool of human resource development
  • Analysis of training needs
  • Designing a training program
  • Organizing & Training Administration
  • Being an effective trainer
  • Conduct evaluation of training programs
  • Create and monitor program activity post-training
  • Conduct training vendor selection
  • Manage the administration of training

Talent Management Program


In crisis and current economic conditions, many companies have felt the need to cut expenses. This should be the ideal environment to execute a talent management system as a means of optimizing the performance of each employee and the organization. However, within many companies the concept of human capital management has just begun to develop. “In fact, only 5 percent of Organizations say they have a clear talent management strategy and operational programs in place today”. Meanwhile, the research done on the value of such systems within companies implemented a talent management consistently uncovers benefits in these critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. The mindset of this more personal human resources approach seeks not only to hire the most qualified and valuable employees but also to put a strong emphasis on retention. Since the initial hiring process is so expensive to a company, it is important to place the individual in a position where his skills are being extensively utilized.

Main Discussions :

  • Talent Management (Theory & Reality)
  • How to design Talent Management
  • Talent Review (Model & Implementation)
  • Career Planning for Talent and Potential Leader (Individual Career Plan)
  • Development Planning for Talent and Potential Leader (Individual Development Plan)
  • How to design rotation, transitioning and promotion
  • Sourcing, attracting and recruiting qualified candidates with competitive backgrounds
  • Managing and defining competitive salaries
  • Performance management with talent development mindste
  • How to design Retention programs

Shared Tools

  • Career Mapping & Planning (Excel Formula)
  • Job Clustering (Excel Formula)
  • Competencies Setting (Excel Formula)
  • Talent Management (Ebook – PDF)

Recruitment Analyst Program


Meeting the needs of labor in accordance with the criteria and demands of the organization very easily answered by the word recruitment and selection, which in reality is not as easy as what is said.

Demands of work lately felt greatly improved and strictly not uncommon to make the process of recruitment and selection process run without a mature and well-planned process. A recruitment and selection process that has been prepared in accordance with the planning and organization development (manpower plan) will surely give positive benefits both in terms of time, cost, work effectiveness, even the results to be obtained, which is the right man on the right place.

Training Objectives:

  • Understand the techniques of effective recruitment and selection,
  • Be able to identify the sources which can provide qualified candidates
  • Understand effective ways to get potential candidates as needed organization,
  • Conduct selection process with effective methods and manage it professionally

Main Discussions:

  • How to understand the needs of the organization through available manpower plan,
  • How to do effective resourcing
  • How to resume selection and cross check references,
  • Understand effective ways of doing selection,
  • How to make admission decisions are objective,
  • How does the candidate respond in a professional manner,
  • How to prepare an induction program


Tagged with:

People Development Analyst Program


Training program for the People Development Analyst aims to equip candidates, the existing People Development Analyst or HR managers with the skills and insight needed to manage the function People Development with adequately, effectively and optimally. Known by a different title in each company, this position generally works through career management, Talent Pool, Assessment, Training Management, Performance Management and other methods in order to ensure such individuals with the knowledge, skills and abilities available when required by the relevant organization. For those organizations that prioritize its investments into human resources development, investment in order to become more effective and efficient, no doubt it must also prioritize the development of person / function that is responsible for the management of this People Development.

Main Discussions:

1. Introduction to People Development

  • Functions and Duties of People Development Analyst
  • Linkages with other HR functions
  • Benefits People Development
  • The scope of work People Development
  • People Development Components
  • Characteristics facilitator People Development

2. Career Management

  • What Is Career Management?
  • Scope of Career Management (Career Path, Career Planning, Career Development)
  • Career Management Methodology
  • Forms of Career Management
  • Benefits of Career Management

3. Career Path

  • What Is the Career Path?
  • Objective of Career Path
  • The process of preparation of the Career Path

– Things that are influential in Career Management
– Relations with the career life cycle
– Career Choices

  • Exercise

4. Talent Review

  • What is Talent Review?
  • Objective of Talent Review
  • Talent Review Process
  • Talent Review Model (Assessment etc.)
  • Evaluator
  • The output of the Talent Review
  • The assessment process
  • Exercise

5. Career Planning

  • What Is Career Planning?
  • The purpose of Career Planning
  • Requirements of Career Planning
  • Career Planning Process
  • Does & Don’ts

6. Career Development

  • What Is Career Development?
  • The purpose of Career Development
  • The terms of the Career Development
  • Linkages between Career Development and Performance Management
  • Barriers in Career Development
  • The composing process of the Career Development
  • Exercise

Job Evaluation & Job Grading


Job evaluation is an important stage in the preparation of human resources management infrastructure, which is a systematic process for comparing (relatively) one job to another job, so we get a mass (weight) of work. Job evaluation is a process to agree on a method to compare relatively between a job with other jobs, where the end result of the job evaluation process is Job weight (the weight of the job / position). By knowing the weight of the job / position then the exact management will have a standard benchmark for setting compensation for a job that is relatively higher than other jobs. By knowing the weight of the job / position management can also plan the grouping (clustering) position, for composing the career maps of each position. And a variety of other benefits in the context of operational HR management.

A major factor in doing the job evaluation is determining “compensable factor”, whereby some great consultants who have competence compile / design of reward system would have to have compansable factors that are generic and can be used by various organizations / industries. Based on the factors determining the compansable then began the relative valuation (memperbanding-right a job with a job position / title etc.) that make the foundation in measuring the weight of positions / jobs. And on the next time can be used as an attempt to implement a policy in the field of reward (reward management), as well as a map career development and training efforts through a grading technique (positions / jobs stratification).

Main Discussions:

  1. Positions Job Evaluation in the infra-structure of human resources management
  2. Concepts and prerequisite of doing the job evaluation
  3. Methods of non analytic (simple) and analytical (logical-systematic) in the Job Evaluation
  4. Determining compansable technical factor with field surveys (taylor made)
  5. Creating and agreeing on a table / chart in performing Job analysis.
  6. Utilizing office position weighting in the analysis of reward system (internal-external Comparation)
  7. Work shop using application tools (excel) in establishing and preparing compensable factor that led to the drafting Job Evaluation table / chart
Tagged with:

Career Mapping & Planning (CMP)


HR practitioners are always required to be able to devise a strategy or regeneration scenario, career path and plans for the development of human resources in the company in order to support the needs of certain ‘talent’ in future, maintain a competitive advantage in the field of human resources and maintain ‘best talent’ to remain a career in company. The biggest difficulty after HR professionals successfully identify ‘potential talent’ (either through assessment center, potential review or other medium) generally is to design suited development program for the ‘talent’, program the rotation plan that support the development strategy, design a career path relevant to the core business and corporate characteristics, determining the right time for the ‘talent’ to occupy the planned position and many others. The truth is, the difficulties would be much easier to overcome if HR practitioners can do appropriate and relevant Carreer Mapping & Planning to those needs. Thus, to assist HR practitioners perform such activities, training ‘Carreer Mapping & Planning’ (CMP) is held.

Main Discussions:

1. Definition & Benefit of Career Mapping & Planning (CMP)
2. Application of Competence in performing CMP
3. CMP Process
4. The division of roles in the CMP
5. Job Characteristics and the effects in CMP
6. Job Clustering Definition (Clustering Job vs. Job Grading)
7. The steps in conducting Job Clustering
8. Tools in doing Job Clustering
9. Managing Career Mapping & Planning results:

  • Career Path
  • Succession Planning & Replacement Table Chart (RTC)
  • Individual Development Planning (IDP)
  • Individual Career Planning (ICP)
  • Talent Pool

Training Tools:

  • Career Mapping Simulation (Excel Formula)
  • Career Planning Simulation (Excel Formula)
  • Job Clustering Simulation (Excel Formula)
  • Position’s Competencies Simulation
  • Setting (Excel Formula)

Job Analysis


The success of an employee in achieving their performance goals should be supported by the clarity of the duties, powers and responsibilities of the job he holds. Often, because of the demands of a more responsive in responding to the challenges of business change, not followed by the clarity of the task or the new authority through writing (again) the employee job description. As a result, the organization runs ineffective, because of the overlapped activity and or release of mutual responsibility. In turn, this will reduce the performance of the organization more broadly, if the organization not made efforts to immediately reinforce the duties, powers and responsibilities of employees through the steps of review or rewriting job description.

Understanding of how to conduct a job analysis that will finally produce Job description documents, is a basic skill that should be owned by every HR personnel. This workshop aims to refresh the knowledge and skills of participants in understanding, formulating and writing a job description accurately. By using the structured interview format that is formatted in “excel format” application will make it easier for the HR officer to review, correcting and prepare a Job Description document.

Main Discussions:

  1. Definition of Job Description
  2. Benefits / Uses Job Description
  3. Constituent components of Job Description
  4. Steps to Develop Job Description
  5. Exercises using the interview form in drafting the job description that has been prepared in an application (format-excel)

Training Tools:

  • Interview Application (Microsoft Excel file)
  • Job Description Form (Microsoft Excel file)


Translate »