Man power planning

Prepared by : Gihan Aboueleish

 Manpower planning Definition.
 Forecast personnel requirements
 Cope with change
 Use existing manpower productively
 Promote employees in a systematic
manner.
 Recruitment; Dif., Policy, Objectives &
internal/external recruitment.
 Assessing HR Strategy.
 HRP , process , inventory , Gap
, Limitations & Effectiveness.

MANPOWER PLANNING - Gihan Aboueleish Wednesday, January

According to Geisler, “Manpower planning is the
process – including forecasting, developing and
controlling by which a firm ensures that it has-
• The right number of people,
• The right kind of people,
• At the right places,
• At the right time, doing work for which
they are economically most useful”.


Human resource planning is the process of
anticipating and carrying out the movement of
people into, within, and out of the organization.
Human resources planning is done to achieve
the optimum use of human resources and to
have the correct number and types of
employees needed to meet organizational goals.


 HRM= People Dimension in Management
 HRM has 4 steps: ATMM (Acquisition,
Training and Development, Motivation &
Maintenance )
 Getting and Keeping good people is critical
to the success of every organization
whether it be public or private


“Change”


• Human Resource Planning is the process by which an
organization ensures that it has the right number and kind of
people, at the right places, at the right time, capable of
effectively and efficiently completing those tasks that will help
the organization achieve its overall objectives.
( Source: Decenzo and Robbins 2000, Personnel/Human Resource Management))

• HR/ Manpower Planning is the process of acquiring and
utilizing human resources in the organization. It ensures that
the organization has the right number of employees in the right
place at the right time.
( Source: Adhikari, Dev Raj, 2001,Human Resource Management )


 Reservoir of talent.

 Prepare people for future.

 Expand or contract.

 Cut costs.

 Succession planning


Linking business strategy with
operational strategy:
HRP is an important process to maintain the link
between business strategy and it operation. It
follows different procedures including the need to
assess the impact of technological changes on new
jobs and new skills.

(Example: Nepal Telecom staff used to operate Wireless Set before, but at present
complex IT equipments must to handle.)


Minimizing the risk of loosing:
By forecasting the needs of technical and other
human resources it can minimize the future risk of
loosing. Delay in recognizing human resources might
be costly and expensive in the future.

(Example: Government run banks are compelled to upgrade own staff by providing
latest skills and knowledge to them to compete with other fast growing banking
organizations.)


HRP needs for HRD :
HRP is important for planning the investment in the
development and utilization of human resources.
Any investment in the HR activities is considered an
investment for the future growth and development
of the organization.

(Example: When curriculum has to be changed, required knowledge and skills of
teachers/instructors should be developed prior to implement the new curriculum.
So, educational institutions have to be aware of that)


HRP is pro-active, not reactive :
For solving any sort of future HR problem HRP is pro-
active rather than re-active.

(Example: HRP might be helpful to accommodate government
legislation regarding inclusion, qualification, possible future
demand of trade unions)


HRP is not in isolation :
HRP recognizes that there must be an explicit link
between planning function of human resources and
other organizational functions, such as strategic
planning and market forecasting.


HRP is promotes awareness :
HRP promotes the awareness that human resource
activities are equally important at every level of the
organization. Both lone and staff managers have to
be involved in HR planning activities.


 It’s a systematic approach. Why??? ‘cause it ensures a
continuous and proper staffing. It avoids or checks on
occupational imbalances (shortage or surplus) occurring
in any of the department of the organization.

 2. There is a visible continuity in the process.

 3. There is a certain degree of flexibility. That is, it is
subject to modifications according to needs of the
organization or the changing circumstances.
Manpower plans can be done at micro or the macro
levels 3depending upon various environmental factors.


 Forecasting future manpower requirements.

 Making an inventory of present manpower
resources and assessing the extent to which
these resources are employed optimally.

 Anticipating manpower problems by projecting
present resources into the future

 Planning the necessary programs of
requirement, selection, training, development, util
ization etc

 Purpose of recruitment is to build a pool of
applicants.

 Itconsists of the process of searching fore
obtaining application so as to seek the right
person for the right job during the selection
process.

 Recruitment precedes selection process
recruitment is affected by internal as well as
external factors of the organization.

 Recruitment policy is a part of the personnel
policy of the organization.

 Itreflects the philosophy of hiring people related
to the needs of the culture of the organization.

 Factors taken into account when forming
recruitment policy are governmental policies &
laws , personnel policies of competitors , industry
practices , recruitment needs , selection criteria
, etc.

1. To attract people with multiple skills &
experience.
2. To induct outsiders with fresh new look.
3. To develop organizational culture that
promotes competence.
4. To extract the best talent from the
competitors & gain leverage over them.
5. To fill in position which are yet to be defined
or future positions.


 Internal recruitment seeks applications for
positions from employees who are already
working within the organization .It’s done through ;

1. Present employee.
2. Employee referral
3. Former employee.
4. Previous applications.


Advantages & Disadvantages of
internal /external recruitment. “
Open discussion”


How strategy affects?
The organization’s objectives and strategies for the
future determine future need of human resources. It
means number and mix of human resources are
reaction to the overall organizational strategy.


Implications of future demands
Projection of future human resource needs and future
direction of the organization is done basing upon the
assessment of its current human resources situation.
So, year by year analysis for every job level and type is
necessary.
Organization usually needs heterogeneous mix of people but
it is not easy task to maintain all type of people in the
organization. If accurate estimates are to be made of future
demand in both qualitative and quantitative terms, a lot of
information is required.


Implications of future supply
Increase and decrease of future human
resources assessed by estimating changes in
internal supply looking at different factors of
changes.
So, increasing and decreasing of human
resources is normal.


Increasing supply
Increment in human resource supply can be done by
combination of following sources:
• New hiring : easily predictable with high accuracy
• Transfer of personnel: affects in other unit and so difficult.
• Individuals returning from long leaves: Such as
maternity, military service. These are easy to estimate as they
are for fixed period. But difficulties arises when the period
exceeds not from the cause of the organization. In this
situation the organization can not fire the employee as per
legislation.


Decreasing supply

Decrease in human resource supply can be done by
combination of following sources:
• Retirements : easily predictable with high accuracy but very
difficult to forecast voluntary quits, prolonged illness and
deaths.
• Dismissals: It can be forecast within reasonable limits of
accuracy.
• Sabbaticals: easy to predict as it is given to the employees in
frequent intervals, especially to the universities teachers
usually with full salary paying.


Forecasting the Demand for Human Resource
*External challenge
-Economic development
-Political, legal, social and
technical change
-Competition
-Organizational decisions
-Workforce factors


*External challenge
-Forecasting techniques
- Expert forecast
- Trend analysis.

-Other methods
Workforce analysis( av. loss mp)
Work load analysis( job/persons)
Job analysis( job description & job
specification)


 Internal labor supply (techniques)
-Staffing table( employees / job)
-Mark of analysis( past / future)
-Skills inventory( record match with job)
-Replacement chart( profile of people )

 External labor supply


 Demand
 Supply
 Reconciliation of manpower needed.
 Formulating HR Plans
Recruitment plan( no., type & when )
Redeployment plan(transfer &retrain )
Redundancy plan( layoffs )
Training plans
Productivity plan( job redesign, mech., job simplification )
Retention plan( tackle turnover) Control points


A. Workforce analysis to determine the rate of influx
and outflow of employee.

B. Workload analysis, with which one can calculate
the numbers of persons required for various jobs
with reference to a planned output.

C. Job analysis: Job analysis helps in finding out the
abilities or skills required to do the jobs efficiently.


 Top level executives are responsible.

 Plansare laid by HRD in consultation with
other dept. heads.

 HRDoffer council and advice to dept.
heads


 Accuracy- Itsnot possible to track the current
and future trends correctly.

 Support- Top management may not accept the
policies of HRD.

 Number game- Excessive focus on quantitative
aspects thereby ignoring qualitative aspects.


 HR plan must fit in with the overall plan.
 Consistent support from top management should be
there.
 Up-to-date employee skill inventory.
 Company should maintain computerized human
resource information system.
 Proper co-ordination between HRD and other depts.


Man power planning

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