Hi,
In my current company, we are doing manpower planning and HR budgeting for a 5-year plan. However, certain members of the top management are very reluctant to cooperate with us and share the data. They are not attending scheduled meetings or sparing time for one-on-one meetings.
Can anyone please guide me on how to tackle this situation in a positive way so that I can amicably obtain the data required from the top management?
Thank you for your assistance.
Warm regards,
Liz
From Australia, Adelaide
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10In my current company, we are doing manpower planning and HR budgeting for a 5-year plan. However, certain members of the top management are very reluctant to cooperate with us and share the data. They are not attending scheduled meetings or sparing time for one-on-one meetings.
Can anyone please guide me on how to tackle this situation in a positive way so that I can amicably obtain the data required from the top management?
Thank you for your assistance.
Warm regards,
Liz
From Australia, Adelaide
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Hi Liz, How's it going? Happy New Year!
When you say "we are doing manpower planning...", who is included in "we"? Is it you and your team? Is it your manager's organization? Is it the entire HR organization? Is it the entire company?
Answering this question (who is "we"?) is significant because it shows the level at which the company is committed to doing the planning. The answer also makes it clear as to who you must convince (get the buy-in of).
Further, is this planning/budgeting only for the HR organization or the entire company? The only way you can get the job done here is by going the top-down route. Having a clear plan on how "they" (each of the organizational heads of various orgs in your company) can get this done would help.
Here are some steps (it is no different from selling any idea to the senior management and getting their commitments). You can cross out any/all steps you have already completed and consider the remaining.
1. Business case and cost/benefit analysis (BC/CBA) - It's a no-brainer, but still if you are asking this question, obviously it is not such a no-brainer to your senior management, after all. BC/CBA doesn't have to be fancy or elaborate. Just one slide containing why the company/organization needs to do the exercise of planning and budgeting, and another slide containing what it is going to cost them, and how it will benefit them (in terms of hard dollars, soft dollars, etc.).
2. Next (third) slide - Clearly articulate the information you are seeking from them (Current headcount, future growth potential, required headcount for next year (two years, 3 years, 4 years, 5 years) based on future growth potential, etc).
3. Next (fourth) slide - Clearly articulate a plan of action (for them), what do they need to do to get you such information (request each of your people-managers to provide staffing projections based on this set of questions, etc.).
4. Next (fifth) slide - What are the next steps? What are the timelines (for them to get back to you)? What do you intend to do with the information they provide you (Based on the information you provide us, we would keep reviewing it with you periodically and provide the right level of staffing so that you can meet your organizational goals, etc.). This information may also be given in your business case slide.
5. Next (sixth) slide - Questions and Answers (Open Forum) - This would be a blank slide where you would note their questions and the answers you have provided.
6. Final (seventh) slide - Commitment: List the names of the folks attending the meeting and seek their commitments on getting the action plan executed.
That's it. Then, take this slide deck and go to your manager (review and convince your manager). Then, along with your manager, go higher in your organization and all the way to the top (of the company) where there is only one person. You convince this one person right on the top, that person will ensure everyone else in the company is convinced.
There are a few things you need though.
1. A well-articulated powerfully presented business case (the business case is already strong. It needs to be presented in powerful language as well).
2. Your will and attitude to convince people. Based on my previous interactions with you, I believe you already have the right attitude and will.
Hope this helps.
All the best. Do let me know how it turns out.
Best regards,
- Som G
From United States, Woodinville
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When you say "we are doing manpower planning...", who is included in "we"? Is it you and your team? Is it your manager's organization? Is it the entire HR organization? Is it the entire company?
Answering this question (who is "we"?) is significant because it shows the level at which the company is committed to doing the planning. The answer also makes it clear as to who you must convince (get the buy-in of).
Further, is this planning/budgeting only for the HR organization or the entire company? The only way you can get the job done here is by going the top-down route. Having a clear plan on how "they" (each of the organizational heads of various orgs in your company) can get this done would help.
Here are some steps (it is no different from selling any idea to the senior management and getting their commitments). You can cross out any/all steps you have already completed and consider the remaining.
1. Business case and cost/benefit analysis (BC/CBA) - It's a no-brainer, but still if you are asking this question, obviously it is not such a no-brainer to your senior management, after all. BC/CBA doesn't have to be fancy or elaborate. Just one slide containing why the company/organization needs to do the exercise of planning and budgeting, and another slide containing what it is going to cost them, and how it will benefit them (in terms of hard dollars, soft dollars, etc.).
2. Next (third) slide - Clearly articulate the information you are seeking from them (Current headcount, future growth potential, required headcount for next year (two years, 3 years, 4 years, 5 years) based on future growth potential, etc).
3. Next (fourth) slide - Clearly articulate a plan of action (for them), what do they need to do to get you such information (request each of your people-managers to provide staffing projections based on this set of questions, etc.).
4. Next (fifth) slide - What are the next steps? What are the timelines (for them to get back to you)? What do you intend to do with the information they provide you (Based on the information you provide us, we would keep reviewing it with you periodically and provide the right level of staffing so that you can meet your organizational goals, etc.). This information may also be given in your business case slide.
5. Next (sixth) slide - Questions and Answers (Open Forum) - This would be a blank slide where you would note their questions and the answers you have provided.
6. Final (seventh) slide - Commitment: List the names of the folks attending the meeting and seek their commitments on getting the action plan executed.
That's it. Then, take this slide deck and go to your manager (review and convince your manager). Then, along with your manager, go higher in your organization and all the way to the top (of the company) where there is only one person. You convince this one person right on the top, that person will ensure everyone else in the company is convinced.
There are a few things you need though.
1. A well-articulated powerfully presented business case (the business case is already strong. It needs to be presented in powerful language as well).
2. Your will and attitude to convince people. Based on my previous interactions with you, I believe you already have the right attitude and will.
Hope this helps.
All the best. Do let me know how it turns out.
Best regards,
- Som G
From United States, Woodinville
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Hi Som,
Wishing you a Happy and Blessed Year!!
Som, how are you and how is your career and life going!!!
Here "we" meant my HR team (there is only one HR team for 1200 employees scattered all over Australia).
Som, you have given me wonderful guidelines regarding planning/budgeting, and I believe I can take it further from here. I will get back to you with the results or if I face any obstacles for further advice.
Thanking you once again.
Warm regards,
Liz
From Australia, Adelaide
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Wishing you a Happy and Blessed Year!!
Som, how are you and how is your career and life going!!!
Here "we" meant my HR team (there is only one HR team for 1200 employees scattered all over Australia).
Som, you have given me wonderful guidelines regarding planning/budgeting, and I believe I can take it further from here. I will get back to you with the results or if I face any obstacles for further advice.
Thanking you once again.
Warm regards,
Liz
From Australia, Adelaide
Acknowledge(0)Amend(0)
Focus on what the top management wants your HR Team to do and not in which they are not interested.
From India, Mumbai
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From India, Mumbai
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Hi Ron,
To engage senior management in proactively participating, you must first encourage them to take ownership of their part in the project. Demonstrate to them the importance of their involvement, provide a comprehensive report to the CEO that convinces them of the value senior management brings, involve the CEO in driving the project, establish Key Performance Indicators (KPIs), offer continuous support to managers, and mentor them through the process if necessary. Finally, monitor progress closely and provide regular reports to the CEO highlighting the project status and any challenges. Remember, achieving success in this endeavor will require persistence and dedication. You may also find valuable insights on workforce planning.
Best regards,
Liz
From Netherlands
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To engage senior management in proactively participating, you must first encourage them to take ownership of their part in the project. Demonstrate to them the importance of their involvement, provide a comprehensive report to the CEO that convinces them of the value senior management brings, involve the CEO in driving the project, establish Key Performance Indicators (KPIs), offer continuous support to managers, and mentor them through the process if necessary. Finally, monitor progress closely and provide regular reports to the CEO highlighting the project status and any challenges. Remember, achieving success in this endeavor will require persistence and dedication. You may also find valuable insights on workforce planning.
Best regards,
Liz
From Netherlands
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