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PLANNING
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DEFINITION
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Process
In the MANPOWER PLANNING “ Process” means to identifying the gap between
AND
AND
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2. Assessing current human
resources
• Assessing current human resources begins
by developing a profile of the
organization’s current employees. This is
an internal analysis that includes
information about the workers and the
skills they currently posses. This
information has value in other HRM
activities, such as selecting individuals for
training and development, promotion, and
transfers
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3. Estimating the supplies and
demand for labor
• Once an assessment of organization’s
current human resources situation has
been made and future direction of
organization has been considered , a
projection of future manpower demand
can be developed.
After that future suppliers of
manpower are determined. This supply
may be internal or external. Internal
supply comes trough transfers-in,
individuals returning from leaves. External
supply mainly comes trough new hires 6
4.Matching demand with supplies
of labor,
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1. Determining the numbers to be employed at a new
location
• If organizations overdo the size of their workforce it will
carry surplus or underutilized staff. Alternatively, if the
opposite misjudgment is made, staff may be overstretched,
making it hard or impossible to meet production or service
deadlines at the quality level expected. So the questions we
ask are:
• How can output be improved your through understanding
the interrelation between productivity, work organization
and technological development? What does this mean for
staff numbers?
• What techniques can be used to establish workforce
requirements?
• Have more flexible work arrangements been considered?
• How are the staff you need to be acquired?
• The principles can be applied to any exercise to define
workforce requirements, whether it be a business start-up,
a relocation, or the opening of new factory or office. 9
2. Retaining your highly skilled staff
• Issues about retention may not have been to the fore in
recent years, but all it needs is for organisations to lose
key staff to realise that an understanding of the pattern
of resignation is needed. Thus organisations should:
• monitor the extent of resignation
• discover the reasons for it
• establish what it is costing the organisation
• compare loss rates with other similar organisations.
• Without this understanding, management may be
unaware of how many good quality staff are being lost.
This will cost the organisation directly through the bill for
separation, recruitment and induction, but also through
a loss of long-term capability.
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3. Managing an effective downsizing programme
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How can MPP be applied?
-Recruitment plan
-Selection plan
-Induction plan
-Orientation plan
-Training plan
-Development plan
-Compensation development plan
-Salary administration plan
-Payroll Administration "
-Performance Appraisal "
-Performance Management "
-Industrial Relations "
-Counseling "
-Promotions "
-Terminations "
-Transfers "
-Staff amenities ".
etc.
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• 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.
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Prerequisites
• The numbers and types of employees
required to make any deficits, and when
they are needed
• The likely sources of candidates-school,
colleges of further education, universities,
advertising, the internet etc:
• Plan for tapping alternative sources, e.g.
part-timers, widening the recruitment net
to include, for example, more women re-
entering the labour market
• How the recruitment programme will be
conducted
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Profiling and recruitment decisions
• the current manpower profile
-numbers
-skills
-ages
-flexibility
-sex
-experience
-capabilities
-character
-potential
and also
-normal turnover,
-staff movements planned
-retirements
-succession planning
etc.
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Recruitment decisions
• Skills’ identification and candidates’ selection
which are best fit to new or vacant jobs
requirements;
• The identification and attracting competitive
candidates using the most adequate methods,
sources and enlistments’ mediums;
• The observance of the legislation in domain
Regarding equal hiring opportunities and
• The correction of past discriminating practices
or to some existing lack of balances.
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Advantages of manpower planning
• Manpower planning ensures optimum use of available
human resources.
• It is useful both for organization and nation.
• It generates facilities to educate people in the
organization.
• It brings about fast economic developments.
• It boosts the geographical mobility of labor.
• It provides smooth working even after expansion of the
organization.
• It opens possibility for workers for future promotions,
thus providing incentive.
• It creates healthy atmosphere of encouragement and
motivation in the
organization.
• Training becomes effective.
• It provides help for career development of the employees.
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