Staffing Management Plan for Projects from POME by Gautam Koppala
Staffing Management Plan Good employees can be your greatest asset for your Projects
, so recruiting and retaining the right person is very important. Hence, POME gives the first and foremost priority to man Power when compared to Machinery, Money and Material. You and your employees have certain obligations to each other under common law. You also have obligations under national and state and territory laws, industrial awards and agreements, tribunal decisions and contracts of employment. Note that some people distinguish a difference between HRM (a major management activity) and HRD (Human Resource Development, a profession). Those people might include HRM in HRD, explaining that HRD includes the broader range of activities to develop personnel inside of Projects, including, eg, career development, training, organization development, etc. Successful project management, regardless of the organizational structure, is only as good as the individuals and leaders who are managing the key functions. Project management is not a one-person operation; it requires a group of individuals dedicated to the achievement of a specific goal. Project management includes: A project manager An assistant project manager A project (home) office A project team Generally, project office personnel are assigned full-time to the project and work out of the project office, whereas the project team members work out of the functional units and may spend only a small percentage of their time on the project. Normally, project office personnel report directly to the project manager, but they may still be solid to their line function just for administrative control. A project office usually is not required on small projects, and sometimes the project can be accomplished by just one person who may fill all of the project office positions. Before the staffing function begins, five basic questions are usually considered: What are the requirements for an individual to become a successful project manager? Who should be a member of the project team? Who should be a member of the project office? What problems can occur during recruiting activities? What can happen downstream to cause the loss of key team members? On the surface, these questions may not seem especially complex. But when we apply them to a project environment (which is by definition a "temporary" situation) where a constant stream of projects is necessary for corporate growth, the staffing problems become complex, especially if the organization is understaffed. There is a long-standing argument about where HR-related functions should be organized into large organizations, eg, "should HR be in the Organization Development department or the other way around?" The HRM function and HRD profession have undergone tremendous change over the past 20-30 years. Many years ago, large organizations looked to the "Personnel Department," mostly to manage the paperwork around hiring and paying people. More recently, organizations consider the "HR Department" as playing a major role in staffing, training and helping to manage people so that people and the organization are performing at maximum capability in a highly fulfilling manner. Hiring people If you want to hire someone for your Project, you need to decide on their employment status and find out what requirements there are for each status. There are also a number of obligations and laws that you need to be aware of when hiring people. POME Lighter Vein: Recruitment If you need to employ someone, consider what you want the employee to do and what skills you require. Also consider the employment conditions, level of pay and other costs of employment, including the physical accommodation of the worker. Prepare a job description that defines the responsibilities and functions of a job. This will help you identify the knowledge, experience and skills required for the job. When you advertise a job remember that, by law, you must not use discriminatory language that may exclude potential employees on the basis of race, age, sex, marital status, family status or responsibility, pregnancy, religious and political beliefs, disability, gender history or sexual orientation. Your recruitment process will run more smoothly if you know how to: advertise interview select the right applicant draw up and document a formal offer of employment. Staffing Management Include: Overviews of Human Resource requirement Getting the Best Employees Paying Employees (and Providing Benefits) with in the budget Training Employees Ensuring Compliance to Regulations Ensuring Safe Work Environments Sustaining High-Performing Employees Getting the Best Employees Workforce planning Specifying Jobs and Roles Recruiting Outsourcing (having services and functions performed by non-employees) Screening Applicants Selecting (Hiring) New Employees Paying Employees (and Providing Benefits) Benefits and Compensation Training Employees Career Development Employee Orientation Leadership Development Management Development Personal Development Supervisoral Development Training and Development Ensuring Compliance to Regulations Personnel Polices and Records Employee Laws, Topics and Issues Ethics Ensuring Safe Work Environments Diversity Management Dealing with Drugs in the Workplace Employee Assistance Programs Ergonomics: Safe Facilities in the Workplace Dealing with HIV/AIDS in the Workplace Personal Wellness Preventing Violence in the Workplace Ensuring Safety in the Workplace Supporting Spirituality in the Workplace Diversity Management Sustaining High-Performing Employees Employee Performance Management Group Performance Management Interpersonal Skills Personal Productivity Retaining Employees General Resources Additional Information for Nonprofits HR software, to be a part of PMIS Taxation - Determine the status of workers The people working in your business can fall under a range of categories of employment. Each has a different set of obligations for you, the employer, and the people who work for you. The categories are: Full-time employees Part-time employees Casual employees Probationary employees Fixed term employees. It's important to clearly distinguish if your workers are employees or independent contractors, so that you can properly determine the wages and other employment conditions of your workers. Hiring apprentices & trainees Taking on apprentices and trainees can provide real benefits for your business. Your new apprentice or trainee can contribute significantly to your bottom line, with practical skills and knowledge acquired through their training. Apprenticeships are available in over 500 occupations in a broad range of industries, from traditional trades like cabinet maker, motor mechanic, electrician and plumber, to areas of innovation like electro-technology and aviation. Finding the Persons: Finding the person with the right qualifications is not an easy task because the selection of project managers is based more on personal characteristics than on the job description. In the below Section, a brief outline of desired characteristics was presented. Russell Archibald defines a broader range of desired personal characteristics: Flexibility and adaptability Preference for significant initiative and leadership Aggressiveness, confidence, persuasiveness, verbal fluency Ambition, activity, forcefulness Effectiveness as a communicator and integrator Broad scope of personal interests Poise, enthusiasm, imagination, spontaneity Able to balance technical solutions with time, cost, and human factors Well organized and disciplined A generalist rather than a specialist Able and willing to devote most of his time to planning and controlling Able to identify problems Willing to make decisions Able to maintain proper balance in the use of time This ideal project manager would probably have doctorates in engineering, business, and psychology, and experience with ten different companies in a variety of project office positions, and would be about twenty-five years old. Good project managers in industry today would probably be lucky to have 70 to 80 percent of these characteristics. The best project managers are willing and able to identify their own shortcomings and know when to ask for help. The below Figures show the basic knowledge and responsibilities that construction project managers should possess. The apprenticeship program for training construction project managers could easily be ten years. The difficulty in staffing, especially for project managers or assistant project managers, is in determining what questions to ask during an interview to see if an individual has the necessary or desired characteristics. Individuals may be qualified to be promoted vertically but not horizontally. An individual with poor communication skills and interpersonal skills can be promoted to a line management slot because of his technical expertise, but this same individual is not qualified for project management promotion. One of the best ways to interview is to read each element of the job description to the potential candidate. Many individuals want a career path in project management but are totally unaware of what the project manager's duties are. Equal employment opportunity & anti-discrimination Harrassment & bullying As per POME, national and local laws must cover equal employment opportunity and anti-discrimination in the workplace. All employers are required by these laws to create a workplace free from discrimination and harassment. It's important that you, as an employer, understand your rights and responsibilities under human rights and anti-discrimination law. By putting effective anti-discrimination and anti-harassment procedures in place in your business you can improve productivity and increase efficiency. The Human Rights Commission of the respective regions has a range of fact sheets and brochures to help you develop effective policies and best practice guidelines. Harassment is unwelcome conduct that humiliates, offends or intimidates people. Under anti-discrimination law an employer, regardless of size, may be legally responsible for discrimination and harassment which occurs in the workplace. Employers must actively implement precautionary measures to minimize the risk of discrimination and harassment occurring. Bullying is another form of workplace harassment that many employers face. Examples of bullying behavior include unfair and excessive criticism, publicly insulting victims, ignoring their point of view, constantly changing or setting unrealistic work targets and undervaluing their efforts at work. As an employer, you should be aware of the legal risks associated with harassment and bullying and the steps that can be taken to minimize their potential liability. POME Lighter Vein: Incentives & support Grants & assistance Finding people with the right skills for your business can be difficult. Have you considered taking on people facing barriers to employment? POME recommends the respective region governments to offers a range of funding and incentive schemes for businesses that support people with a disability, Indigenous, the long term unemployed and the mature-aged. Complaints, disputes & employee relations All employers are required to create a workplace that is free from discrimination and harassment. These responsibilities are set out in a range of state and federal laws which help protect people from unlawful behavior. The central, state and territory governments provide employers with information and resources to understand and meet their obligations under the legislation. Complaints & dispute resolution Fair Trading - Dispute resolution Problems arise every day between businesses and their employees. Most problems between employers and employees relate to issues such as wages, awards and agreements, harassment or discrimination. While there are many ways to resolve conflicts, most problems can be resolved through simple discussion and common sense between the parties. In virtually all instances, you should at first attempt to resolve a dispute through direct discussion and negotiation. Establishing a process to resolve complaints is an important part of your legal responsibilities as an employer. Man Power Work Schedule Objective This format Document for use by group leader/departmental head for human resource planning. Benefit The overall job plan of the department for the financial year can be seen . Result Time plan for the department. Requirement This document can be filled up on its own depending on the orders expected in the financial year. Method The group leaders are to update this form one every month or as soon as a major change of plan is made. The original plan for each person in the department is to be indicated against the p' rows. The updated plan comprising actual and adjustments based on the actual status is to be entered against a' rows. The p' rows are to be entered only at the time of preparation of the plan. The a' rows are to be updated every time this form is updated. Employee Goals: The Goals for each employee to be assessed on timely basis in order to evaluate, based upon the targets achieved in a stipulated time, and accordingly the increments and promotions would be given to the employee. Rates for Services of Man power Personnel in the Corporate-- Sample Format: Internal Rates for Services of Man power Personnel Effective 01/10/2008 to 30/09/2009 in GAUTAM KOPPALA ORG Category Rate in USD Associate Engineers 250/- per day Engineets 300/- per day Senior Engineers 350/- per day The Daily rates are based on a eight hour day and have been calculated on the basis of consolidate personnel cost to company. Based on the cost to company concept personnel have been classified into above three categories. The cost if working on specified projects, would be deducted based upon the time sheets, and hence the project/operations manager must approve the time sheets accordingly. These rates are to be used for offer calculation for all solution business with effect from 01/06/08. Overtime Hours in excess of 8 hours per day, or working on holidays will be charged at 1.5 times the normal working hour. It is essential that all Time sheets are filled including the overtime content, so as to reflect the correct costs on the Project. All costs to Projects will be charged on the basis of these rates with effect from October 2008. The rates do not included boarding, lodging ,travel and local conveyance for which separate estimate needs to be made for arriving at cost of services. For associate engineers full time will be charged based on the time sheets. for engineers and senior engineers the time sheet will be prepared only for the time spent physically at site and for these two categories the estimate needs to be made accordingly. While making an offer to another internal division the internal rates for deputation will be USD 400/= for Associate Engineer per day (excl travel, boarding, lodging and conveyance) and USD 6500/= for Engineer and Senior Engineer(again excl...) While making the offer to a customer only for service outside warranty, the visit rate of USD 1000/= per day plus. Travel, boarding, lodging and conveyance) have to be quoted. Service tax as applicable will be additional. Staff Allocation: Staffing Management Plan Illustation Template GAUTAM KOPPALA ORG Staffing Management Plan Project Name: Date: DD Mmmm 20yy Project Manager: Approver: signature Approver Name and Title The following are suggested sections for the Staffing Management Plan Purpose of the Staffing Management Plan Describe the purpose of the Staffing Management Plan using the following guidelines. Do not merely describe the content of the plan, but explain why Staffing Management is necessary for the project. It takes people to run a project. The Project Manager needs a team to produce the deliverables and maintain control over the project. Project Team members need certain skills to become truly productive. The Project Manager needs to ascertain when new people will be required on the project or when existing team members will be able to leave. This Staffing Management plan provides the Project Manager with a framework to identify and justify human resource needs and provide an effective work force to accomplish the project work. Roles and Responsibilities Describe how the following project participants, at a minimum, perform in the planning and execution of project communications Project Sponsor Project Manager Project Team Project Stakeholders Project Organization Describe the project organization including the project team and stakeholders. Include the roles and responsibilities of the team members and stakeholders. An OBS may be developed indicating the responsible personnel, the department or functional area, the specific activities of responsibility and may include the associated budget allocation. An understanding of the organization and stakeholders is also important in communications planning. This knowledge helps identify the reporting needs and communications flow within the project. Refer to the communications plan for a "map" of the communications channels on the project. Resource Requirements An outline of the resource requirements needed to execute the project. In many cases it is possible to define this based on areas of responsibility or technical capability. Identified areas such as engineering, software development, system engineering, etc. should be listed as well as the necessary skill sets and expertise required within each area Project Managers responsible for complex projects are required to have an extensive knowledge of project management, including all the discipline areas described in the Project Management Plan, e.g. schedule management, risk management, change management etc. Understanding of the project background and requirements is also very important. All project participants are expected to have knowledge of the GAUTAM KOPPALA ORG culture, organization, policies and procedures. Communication skills, both verbal and written, are important in any project environment. Other soft skills, such as team dynamics, negotiation and facilitation are assets that are beneficial for any employee. It is understood that resources may not meet all the knowledge requirements presented here. As such, employee training has also been captured as part of this plan, and is also included in the project scope (WBS) and project schedule. Employees are offered training as their skill levels and availability permit. Resource Staffing Plan Describe what resources are required and when they are required. This should be graphical in nature and indicate the time phased resource loading. This is the basis for managing resources and serves to assure that the project is resource loaded properly. Resource Constraints Document any known constraints regarding resources. Constraints may be project based, defining specific requirements and limitations within the project objectives, or organizationally based, defining limitations or requirements of the organization to adequately staff the project and meet project requirements and needs. Staffing Reports Define the reporting frequency and requirements during execution of the project. Indicate on a time phased basis what resources are required and when. Staffing Contingency Plans Describe the process for developing contingency plans, providing alternatives should critical resources not be available when required. Staffing changes are common to all projects. Some of these changes can be anticipated and some cannot. Contingencies are therefore important to ensure that project deliverables can still be met when staffing changes occur. Contingencies should answer questions such as: What happens if the Project Manager leaves? What if budgets are curtailed? Training Requirements Specialized training may be identified and required for project team members or staffing. These requirements should be defined and planned into the project. RECORD OF AMENDMENTS Version Author Date Comments 1.0 7/25/09 Draft 1 Based on template created for Staffing Management Gautam Koppala, POME Author
Staffing Management Plan for Projects from POME by Gautam Koppala
By: GAUTAM KOPPALA
Effective Anger Management Tips! Import Export Management In Delhi What to look for in Chinese Management Studies EVENT MANAGEMENT Hotel Management Certification - Advantages of Hotel Management Certification Con Server for Serial Console Management Hotel Management Certification - Managing the Quality Event Planning Certification - The Importance of Quality in Management Improved Cd Management Using Cd Storage Case Time Management Techniques How Does Commercial Property Management Help Individuals Stress Management Tip - Maybe You Are Just Tired Dynamics GP Supply Chain Management: Implementation, Integration, Customization