Manpower Planning (Full Details)

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Def: A process by which an organization should more from its current manpower position to its desired manpower position”

Need:
l Rapid changes in Technology,
l Need for new skills and employees,
l Changes in organization design & structure,
l Demographic changes like (age, sex, education), (Transfers, retirements..,)
l Pressure from trade unions, politicians..,

Process
Analyzing the organisation plans.

(Sales, production, technology, financial, marketing plan)

1. Assessment / Audit of the current manpower profile
-numbers, skills, ages, flexibility, sex, experience, capabilities, character, potential and also -normal turnover, staff movements planned, retirements, succession planning etc.

2. Corporate Mission 3. Corporate Objective4. Corporate Strategy 5. Corporate Organization Policy/ Budget Guidelines. 6. Corporate HR objective/ strategy 7. Corporate Industrial Relations Policy 8. Corporate Sales forecasts [3 or 5 or 10 years] 9. Corporate Product Plans [3 or 5 or 10 years] 10. Corporate Production forecasts. [3 or 5 or 10 years] BASED ON THE ABOVE, YOU DEVELOP A SERIES OF CRUDE FORECASTS OF STAFF REQUIRED.

lForecasting the overall HR requirements.

(Future capabilities, knowledge, skill of present employees)

1. The impact of technological change on task needs. 2. Variations in the efficiency, productivity, flexibility of labor as a result of training, work study organizational change, new motivations, etc. 3. Changes in employment practices [e.g. subcontractors or outsourcing etc ] 4. Other variations due to new legislations like new health requirements, safety requirements etc. 5. Changes in government policies like tax/ tariff etc 6. Labor demand and supply 7. Skills levels availability

lSupply forecasting HR.
(Future supply=Present inventory + Potential additions+ Potential loss)

lEstimating the net HR requirement.
(Net = Future supply requirement – Present overall HR)


lAction plans if surplus or Shortage.
(If surplus = Redeployment (Transfers) or Retrenchment/Redundancy (demotions, voluntary retirements)

(If Shortage = Employment or Training or Development or internal mobility)

lForecasting future supply from all sources.
(If deficit is estimated in any dept. mgt. has to forecast, from consultants/internal sources/Training institutes…)

lAction Plan.
(It may Transfer/promotion/training & development/recruitment…)

What should emerge from this analysis / reviews is a "thought out" and logical staffing demand schedule for varying dates in the future which can then be compared with the crude supply schedule.

The comparison will then indicate what steps must be taken to achieve a balance.

This will involve now -recruitment / selection plan. -Training plan -retraining plan -early retirement plan -redundancy plan -changes in workforce utilization plan -succession plan. -personnel and career plans
These plans will help to bring supply and demand into equilibrium, not just as a one-off but as a continual workforce planning exercise the inputs to which will need constant varying to reflect the actual as against predicted experience on the supply side and changes in production actually achieved as against forecast on the demand side.

Cost-contribution

lRemuneration cost. (Pay, allowances, fringe benefits, bonus…)
lRecruitment cost. (Adverting, conducting test interviews/ medical exams…
lTraining Cost. (Trainers…)