Myanmar HRD Forum

Presented by Nyi Nyi Maung Secretary-General (HRD and R&D) of

Myanmar Society For Human Resource Management (MSHRM)

&

M.D. cum Principal of EVER UP Human Resources Institute.

August 29, 2014

Sedona Hotel, Yangon.

Strategic People Resourcing

Organized by

Aim

• To know about factors limiting to people resourcing in Myanmar

• To explore dimensions Myanmar culture in people resourcing

• To provide the guidelines for people resourcing strategy

Presented by Nyi Nyi Maung

Talent

Constraints

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General constraints in Myanmar

Inflation and interest rates

Saving

Workforce expectations

Language difficulties

Economic Policy

Comprehensive Legislation and legal enforcement

Culture

Corruptions

Infrastructure

Education

Marketable skills level

International Competition

Political stability

Sanctions

Tax level

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Problems in the Myanmar employment market

• Skill shortage

• Skill mismatch

• Expectation mismatch

• Job hopping

• head-hunting

• Top up job placing (internal inequity)

• No realistic Job preview (RJP) provided by employers

• Candidates in general have Lack of qualified education.

• Difficult to enhance capability

• Education is now inflated.

• Seeking certificates not qualification

Presented by Nyi Nyi Maung

Cultural aspects • Short-term oriented

• Poly chronic culture

• Weak teamwork role

• Long time taken to built trust in employment relations

• Bias is our daily ornament

• Try more to get with less qualified becoming

• Quality compromising

• Over reliance on intuition

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Achieving strategic objectives by People resourcing

• People resourcing has both options of recruitment & growth and reduction in headcount.

• Therefore how it could be done may ask the question of which way is the best to serve value apprehension?

• Thus it allows third party to do such tasks.

• Rightsizing

• Finding the optimal size and composition of the workforce to meet the strategic requirements of the business is known as rightsizing.

Presented by Nyi Nyi Maung

STRATEGY: The need for vertical Integration

• Growth strategy and people resourcing

• Stability and people resourcing

• Reduction and people resourcing

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Growth strategy and people resourcing

• If orgainzation is going to expend, the first issues will resourcing problem.

• The challenges are going to high when skills required are scare.

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Questions

• Are there sufficient skills…?

– In the local market

– In the country

–Overseas

National

Local

Overseas

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In local labor market

• If Yes:

–How many ?

–What rate ?

–How quickly would they be available ?

• If No:

– grow our own skilled workforce

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In National labor Market

• If yes:

– In which part and what numbers ?

–Are they likely to be mobile ?

• If No:

–Need to look overseas

–Actively engage with universities

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Overseas Labor Market

• If yes:

– Where in the world?

– Educated to what standard

– Immediately transferable?

– Able to obtain visa

• If No:

– Can the job be redesigned?

– Is there a third party outsourcer?

Presented by Nyi Nyi Maung

Stability strategy and people resourcing

• The organization expecting stability in the workforce will still have a number of strategic decisions it wishes to make.

• The strategic plan must be Retention • Flexibility and Multi-skilling

• Fitting the job to the person than fitting the person to the job

Presented by Nyi Nyi Maung

Reduction strategy and people resourcing

• The people planner faces a number of options as how to reduce the headcount painlessly to those affected, within minimum disruption to the business and the lowest cost.

1. Natural attriton

2. Voluntary redundancy

3. Compulsory redundancy

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Natural attrition

• What Does Natural Attrition In Employment Mean?

• The gradual reduction in the number of employees by natural means, for example, by retirement, resignation or death.

• Natural attrition is sometimes used as an alternative to retrenchment when an organisation wants to reduce its workforce.

• Very appealing • Because it is an organic way to downsizing

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Voluntary redundancy

• Voluntary redundancy programs

• Less confrontational

• Prepare for more attractive redundancy package

• This increases the cost, but these are hopefully recovered through less management time than would be involved in a compulsory program.

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Compulsory redundancy

• The most confrontational and disruptive reduction

• Required to consult with employee representatives and employees themselves

• use selection criteria

• Ensure fairness ( Point score system & LIFO)

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Contingency planning

If a high number of low skilled

workers available

If a high number of

highly skilled workers available If a high

number of intermediate

skilled workers available

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Want to have high number of low skilled workers available (contingency action would be)

Redesign the job

Off shore ( Low wages)

Splitting them into parttime

Immigrant workers

Automate Process

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Want to have high number of intermediate skilled workers available (contingency action would be)

Create apprenticeship

Partner with local

education institutions

Provide in-house course

Outsource/offshore

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Want to have high number of highly skilled workers available (contingency action would be)

Redesign the jobs

Outsource part of the

process

Partner with local

universities

Recruit workers from

overseas

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Summary

• There is no single best resourcing plan that fits for all.

• So the choice will be depending on comprehensive understanding and making the response timely.

“Theories and rules are for the guidance of wise men, but the blind obedience of fools”.

(Solon, the Lawmaker of Athens, 559BC)

Thank You

Presented by Nyi Nyi Maung