37360485 Manpower Planning

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MANPOWERMANPOWER

PLANNINGPLANNING

SUBMITTED TO:SUBMITTED TO:

Ms. RACHNAMs. RACHNA SUBMITTED BY:SUBMITTED BY:

DAVINDER KAUR(8128)DAVINDER KAUR(8128)

M.B.E ( 1M.B.E ( 1STST SEM )SEM )11


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WHAT IS MANPOWER PLANNING?

Manpower planning consists of putting right no. of people,

right kind of people at the right place, right time doing the right things forwhich they are suited for the achievement of goals of the organisation.

The word human resource planning and manpower planning aregenerally used interchangeably. Human resource planning is not asubstitute for manpower planning. Rather the latter is a part of its formeri.e manpower planning is integrated with human resource planning.


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DEFINITIONDEFINITION

Acc. To ERIC W. VETTERAcc. To ERIC W. VETTER Human resource planning is the process by which a Human resource planning is the process by which a

management determines how anmanagement determines how an organisationorganisation shouldshouldmove from its current manpower position to its desiredmove from its current manpower position to its desiredmanpower position. Through planning a managementmanpower position. Through planning a managementstrives to have the right number and the right kinds ofstrives to have the right number and the right kinds ofpeople at the right time to do the things which resultpeople at the right time to do the things which resultin both thein both the organisationandorganisationand the individual receiving thethe individual receiving themaximum long range benefit.maximum long range benefit.


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NEED OF MANPOWER PLANNINGNEED OF MANPOWER PLANNING

1.1. REPLACEMENT OF PERSONSREPLACEMENT OF PERSONS

2.2. LABOUR TURNOVERLABOUR TURNOVER

3.3. EXPANSION PLANEXPANSION PLAN

4.4. TECHNOLOGICAL CHANGESTECHNOLOGICAL CHANGES

5.5. ASSESSING NEEDSASSESSING NEEDS


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OBJECTIVESOBJECTIVES1.1. ACCURATE ESTIMATES OF FUTURE MANPOWERACCURATE ESTIMATES OF FUTURE MANPOWER

REQUIREMENTS:REQUIREMENTS:--To make as far as possible correct estimates ofTo make as far as possible correct estimates offuture manpower requirements.future manpower requirements.

2.2. INVENTORYING OF PERSONNEL:INVENTORYING OF PERSONNEL:--Concerned with workingConcerned with workingdetails with regard to present employees pertaining to their educationaldetails with regard to present employees pertaining to their educationalqualifications, professional skill, proficiency in job and training receivedqualifications, professional skill, proficiency in job and training received

etc.etc.3.3. HELPFUL IN RECRUITMENT AND SELECTION:HELPFUL IN RECRUITMENT AND SELECTION:--Helpful inHelpful in

the process of recruitment and selection also.the process of recruitment and selection also.

4.4. ACHIEVING AND MAINTAININGACHIEVING AND MAINTAINING PRODUCTION LEVEL:PRODUCTION LEVEL:--Reduction inReduction in labourlabour turnover, absenteeism and accidents.turnover, absenteeism and accidents.


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PROCESS OF MANPOWERPROCESS OF MANPOWER

PLANNINGPLANNING1. ANALYSIS OF OBJECTIVES AND STRATEGIC PLANS OF1. ANALYSIS OF OBJECTIVES AND STRATEGIC PLANS OFTHE COMPANY:THE COMPANY:-- The manpower planning must be integrated with otherThe manpower planning must be integrated with otherbusiness policies or objectives as regards profitability, production, sales andbusiness policies or objectives as regards profitability, production, sales anddevelopment of human resources should be prepared well in advance to spelldevelopment of human resources should be prepared well in advance to spell

out the business objectives.out the business objectives.

2. PREPARING MANPOWER INVENTORY:- Analysis of currentmanpower supply may be undertaken by department, by function, byoccupation or by level of skill or qualifications.

3.MANPOWER FORECASTING: This requirement is forecasted on thebasis of production and sales budgets, work load analysis, estimatedabsenteeism and turnover etc. Formal approach to manpower forecastsinvolves statistical and mathematical projections of labour market trends, andtechnological changes.

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Future demand for human resources depend on several factors, some of whichFuture demand for human resources depend on several factors, some of whichare as follows:are as follows:

i)i) EMPLOYMENT TRENDSEMPLOYMENT TRENDS

ii)ii) REPLACEMENT TRENDSREPLACEMENT TRENDSiii)iii) PRODUCTIVITYPRODUCTIVITY

iv)iv) ABSENTEEISMABSENTEEISM

rate of absenteeism =rate of absenteeism = man days lost due to absenteeismman days lost due to absenteeism

man days worked + man days lost

v)v) EXPANSION AND GROWTHvi) WORK STUDY

4. MANPOWER PLANS:- After the personnel forecasts decide the required no.of right type of personnel the next phase is to plan how the organisation canobtain these people. After determining the gaps in manpower, programmesand strategies are developed for recruitment , selection, training, transfers,

promotion and appraisal so that the future manpower requirements can bemet.

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5.5. TRAINING AND DEVELOPMENT PROGRAMMES:TRAINING AND DEVELOPMENT PROGRAMMES:-- Training isTraining isnecessary not only for the new employees but for the old employees as well.necessary not only for the new employees but for the old employees as well.

No organization has a choice whether to provide training or not, the onlyNo organization has a choice whether to provide training or not, the onlychoice is to decide the method or technique of training.choice is to decide the method or technique of training.

6.6.APPRAISAL OF MANPOWER PLANNING:APPRAISAL OF MANPOWER PLANNING:-- Corrective actionCorrective actionshould be taken at the right time to remove the deficiencies.should be taken at the right time to remove the deficiencies.

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TYPESTYPES1.1. SHORT TERM MANPOWER PLANNING:SHORT TERM MANPOWER PLANNING:-- It is concerned withIt is concerned with

the process of matching the existing employees with their present jobs sothe process of matching the existing employees with their present jobs sothat they perform efficiently. There should be perfect correlation betweenthat they perform efficiently. There should be perfect correlation betweenthe jobs and the individuals. In the short run, it is the duty of thethe jobs and the individuals. In the short run, it is the duty of themanagement to adjust employees with the jobs.management to adjust employees with the jobs.

Following steps may be taken for successful implementation of shortFollowing steps may be taken for successful implementation of shortterm manpower planning:term manpower planning:--

A)A) When employee is less qualified as compared to job specifications.When employee is less qualified as compared to job specifications.

B)B) When the employee is more qualified than the requirements of a job.When the employee is more qualified than the requirements of a job.

2.2. LONG TERM MANPOWER PLANNING:LONG TERM MANPOWER PLANNING:-- Under this planningUnder this planningmanagement has ample time to required adjustments by taking necessarymanagement has ample time to required adjustments by taking necessary

steps.steps.

i)i) PROJECTING MANPOWER NEEDSPROJECTING MANPOWER NEEDS

ii)ii) INVENTORY AND ANALYSIS OF MANPOWERINVENTORY AND ANALYSIS OF MANPOWER

iii)iii) RECRUITMENT AND SELECTIONRECRUITMENT AND SELECTION

iv)iv) DEVELOPMENT AND TRAINING OF THE EMPLOYEEDEVELOPMENT AND TRAINING OF THE EMPLOYEE99


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BBENEFITSENEFITS1. REDUCED LABOUR COSTS:1. REDUCED LABOUR COSTS:--With the help of manpower planningWith the help of manpower planningmanagement is able to anticipate shortages or surpluses of manpower. Thusmanagement is able to anticipate shortages or surpluses of manpower. Thusthey are able to take the corrective actions in time before these unbalancesthey are able to take the corrective actions in time before these unbalancesbecome unmanageriable and hence expensive.become unmanageriable and hence expensive.

2. OPTIMUM UTILISATION OF MANPOWER FORCE:2. OPTIMUM UTILISATION OF MANPOWER FORCE:-- With theWith thehelp of manpower planning there is optimumhelp of manpower planning there is optimum utilisationutilisation ofof labourlabour force in theforce in theorganization. Workers are given these jobs to perform for which they areorganization. Workers are given these jobs to perform for which they arecalled.called.

3. IDENTIFICATION OF GAPS IN EXISTING MANPOWER:3. IDENTIFICATION OF GAPS IN EXISTING MANPOWER:--Human resource planning identifies gaps in existing manpower in terms of theirHuman resource planning identifies gaps in existing manpower in terms of theirquantity and quality with the help of suitable training or any other steps, thesequantity and quality with the help of suitable training or any other steps, these

gaps can be filled in time.gaps can be filled in time.

4. IMPROVEMENTS IN OVERALL BUSINESS PLANNING:4. IMPROVEMENTS IN OVERALL BUSINESS PLANNING:--Manpower planning is an integral part of overall business planning. EffectiveManpower planning is an integral part of overall business planning. Effectivemanpower planning will lead to improvement in overall planning also.manpower planning will lead to improvement in overall planning also.

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5. CAREER SUCCESSION PLANNING:5. CAREER SUCCESSION PLANNING:-- It provide enough lead timeIt provide enough lead timefor internal succession of employees to higher position through promotions.for internal succession of employees to higher position through promotions.

6. CREATES AWARENESS IN THE ORGANISATION:6. CREATES AWARENESS IN THE ORGANISATION:--Manpower planning leads to a greatManpower planning leads to a great awarenwssawarenwss about the effectiveness ofabout the effectiveness ofsound manpower management throughout thesound manpower management throughout the organisationorganisation..

7. GROWTH OF THE ORGANISATION:7. GROWTH OF THE ORGANISATION:--Manpower planningManpower planningfacilitates the expansion and diversification of anfacilitates the expansion and diversification of an organisationorganisation. In the absence. In the absenceof human resource plans, the required human resources will not be available toof human resource plans, the required human resources will not be available toexecute expansion and diversification plans at the right time.execute expansion and diversification plans at the right time.

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PROBLEMSPROBLEMS1.1. ACCURACY OF FORECASTS:ACCURACY OF FORECASTS:-- If the forecasts are not centIf the forecasts are not cent

percent accurate, planning will not be hundred percent accurate.percent accurate, planning will not be hundred percent accurate.

2.2. IDENTITY CRISIS:IDENTITY CRISIS:-- Many human resource specialists and theMany human resource specialists and themanagers do not understand the whole manpower planning process.managers do not understand the whole manpower planning process.Because of this, there is generally an identity crisis.Because of this, there is generally an identity crisis.

3.3. SUPPORT OF TOP MANAGEMENT:SUPPORT OF TOP MANAGEMENT:-- In the absence of thisIn the absence of thissupport and commitment, it would not be possible to ensure thesupport and commitment, it would not be possible to ensure thenecessary resources, cooperation and support for the success of thenecessary resources, cooperation and support for the success of themanpower planning.manpower planning.

4.4. UNCERTAINTIES:UNCERTAINTIES:--Absenteeism, turnover, seasonalAbsenteeism, turnover, seasonal

employment,technologicalemployment,technological changes and market fluctuations are thechanges and market fluctuations are theuncertainties which serve as constraints to manpower planning.uncertainties which serve as constraints to manpower planning.

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5.5. EXPENSIVE AND TIME CONSUMING:EXPENSIVE AND TIME CONSUMING:-- Manpower planning is anManpower planning is anexpensive and time consuming process. Employers may resist manpowerexpensive and time consuming process. Employers may resist manpowerplanning feeling that it increases the cost of manpower.planning feeling that it increases the cost of manpower.

6.6. MANAGEMENT INFORMATION SYSTEM:MANAGEMENT INFORMATION SYSTEM:-- Effectiveness ofEffectiveness ofplanning depends upon the reliability of the information system. In most of theplanning depends upon the reliability of the information system. In most of theindianindian industries, human resource information system has not fully developed.industries, human resource information system has not fully developed.

7.7. UNBALANCED APPROACH:UNBALANCED APPROACH:-- Many human resource experts giveMany human resource experts givemore importance on the quantitative aspect of manpower to ensure that theremore importance on the quantitative aspect of manpower to ensure that there

is adequate flow of people in and out of theis adequate flow of people in and out of the organisationorganisation. They overlook the. They overlook thequantitative aspects like career development and planning, skill levels, moralequantitative aspects like career development and planning, skill levels, moraleetc. are overlooked by them.etc. are overlooked by them.

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PREPRE--REQUISITESREQUISITES

1)1) QUANTITATIVE CONSIDERATIONSQUANTITATIVE CONSIDERATIONSa)a) THE ECONOMIC CONSIDERATIONS relating to determination of economicTHE ECONOMIC CONSIDERATIONS relating to determination of economic

situation and in the light of that future sales and production estimates aresituation and in the light of that future sales and production estimates aremade.made.

b)b) EXPANSION PROGRAMMES in future also affect manpower requirements.EXPANSION PROGRAMMES in future also affect manpower requirements.

c)c) AVAILABILITY OF EXISTING MANPOWER RESOURCES of different kindsAVAILABILITY OF EXISTING MANPOWER RESOURCES of different kindsshould be kept in mind. This is helpful I forecasting future manpowershould be kept in mind. This is helpful I forecasting future manpowerrequirements.requirements.

d)d) RATE OF LABOUR TURNOVER is anRATE OF LABOUR TURNOVER is an imptimpt. Instrument with the help of. Instrument with the help ofwhich estimates with regard to future manpower requirements can bewhich estimates with regard to future manpower requirements can bemade.made.

e)e) RESIGNATIONS AND RETIREMENTS , promotion, demotion, separation,RESIGNATIONS AND RETIREMENTS , promotion, demotion, separation,transfers, dismissals and lay off etc. are othertransfers, dismissals and lay off etc. are other imptimpt. Considerations to be. Considerations to bekept in mind before initiating the process of human resource planning.kept in mind before initiating the process of human resource planning.

f)f) CHANGES IN THE MANAGEMENT thinking, philosophy and plans etc. alsoCHANGES IN THE MANAGEMENT thinking, philosophy and plans etc. alsoaffect manpower plans. Technological changes and diversifications bringaffect manpower plans. Technological changes and diversifications bring

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2. QUALITATIVE CONSIDERATIONS2. QUALITATIVE CONSIDERATIONSa)a) WORK LOAD ANALYSIS. It includes and studies auditing of humanWORK LOAD ANALYSIS. It includes and studies auditing of human

resources, study of work standards and demand analysis etc. Auditing ofresources, study of work standards and demand analysis etc. Auditing ofemployees involves preparation of skill inventory.employees involves preparation of skill inventory. Skill inventorySkill inventory coverscoversdata regarding skill and work priorities pertaining to work of differentdata regarding skill and work priorities pertaining to work of differentcategories of workers.categories of workers.

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SUGGESTIONSSUGGESTIONS1.1. INTEGRATION WITH ORGANISATIONAL PLANS:INTEGRATION WITH ORGANISATIONAL PLANS:-- It mustIt must

be based on thebe based on the organisationalorganisational objectives and plans. This requiresobjectives and plans. This requiresdevelopment of good communication channels betweendevelopment of good communication channels between organisationorganisationplanners and the human resource planners.planners and the human resource planners.

2.2. PERIOD OF MANPOWER PLANNING:PERIOD OF MANPOWER PLANNING:-- Period of the planningPeriod of the planningshould be appropriate to the needs and circumstances of the enterprise inshould be appropriate to the needs and circumstances of the enterprise in

question. The size and structure of the enterprise as well as thequestion. The size and structure of the enterprise as well as theanticipated changes must be taken into consideration.anticipated changes must be taken into consideration.

3.3. SUPPORT OF TOP MGT. :SUPPORT OF TOP MGT. :-- The support of top mgt. is essential toThe support of top mgt. is essential toensure the necessary resources, cooperation and support for the successensure the necessary resources, cooperation and support for the successof the planning.of the planning.

4.

4. EFFICIENT AND RELIABLE INFORMATION SYSTEM:EFFICIENT AND RELIABLE INFORMATION SYSTEM:-- ToTofacilitate humanfacilitate human reourcereource planning, an adequate data base must beplanning, an adequate data base must be

developed for human resources.developed for human resources.

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CONCLUSIONCONCLUSION

GETTING THE RIGHT PEOPLEGETTING THE RIGHT PEOPLE

AT THE RIGHT PLACEAT THE RIGHT PLACE

ON THE RIGHT TIMEON THE RIGHT TIME

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THANK YOUTHANK YOU

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37360485 Manpower Planning

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