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EXECUTIVE SUMMARY

Manpower planning is very important in all the organization. It is very important activity and
very useful ingredient for long and successful growth of organization. There are certain ways
that are to be followed by every organization, which ensures that it has right number and kind of
people, at the right place and right time, so that organization can achieve its planned objective.
The objectives of Human Resource Department are Human Resource Planning, Recruitment and
Selection, Training and Development, Career planning, Transfer and Promotion, Risk
Management, Performance Appraisal and so on.
For every organization it is important to have a right person on a right job. Recruitment and
Selection plays a vital role in this situation. Shortage of skills and the use of new technology are
putting considerable pressure on how employers go about Recruiting and Selecting staff.
With reference to this context, this project is been prepared to put a light on Manpower planning.
This project includes Meaning and Definition of Manpower planning, Need and Importance of
Manpower planning, Limitations and benefits of manpower planning. It does include personnel
planning and manpower planning in organization. Next is recruitment and selection process
which includes various steps.
Manpower planning is very important component. It needs practical examples and explanation
this project includes.

Introduction
Planning for manpower is more important than planning for any other resource as
demand for the latter depends upon the size and structure of the former whether it is in a country
or in an industry. Further, management of human resource hardly begins from human resource
planning. In fact it is the basis for most of the other functions.
Through planning management strives to have the right number and right kind of people
at the right places at the right time, doing things, which result in both the organization and the
individual receiving maximum long-run benefit. It is an integrated approach to performing the
planning aspects of the personnel function in order to have a sufficient supply of adequately
developed and motivated people to perform the duties and tasks required to meet Organizational
objectives and satisfy the individual needs and goals of Organizational members.
Manpower planning may be viewed as foreseeing the human resource requirements of an
organization and the future supply of human resources and (i) making necessary adjustments
between these two and Organizational plans; and (ii) foreseeing to possibility of developing the
supply of human resources in order to match it with requirements by introducing necessary
changes in the functions of human resource management. In this definition, human resource
means skill, knowledge, values, ability, commitment, motivation etc., in addition to the number
of employees.
Manpower planning like production planning, financial planning and marketing planning,
should be an unified, comprehensive and integrated part of the total corporation. Manpower
manager provides inputs like key HR areas, HR environmental constraints and internal HR
capabilities and HR capability constraints to the corporate strategists. The corporate strategists in
turn communicate their needs and constraints to the HR manager.

Objectives of the study


1

Understand the nature and importance of manpower planning

Identify and describe the factors affecting manpower planning

Identify the employee process and delineate different steps

Identify prerequisites for successful planning and various barriers, which render
planning ineffective.

Need of the study


In todays in cutthroat competition, every resource has cost attached to it and human resource
is no exception. Each and every organisation is cutting down the cost and posing a stiff
competition. This being the situation, the optimum utilization of resources is necessitate
including human resources. For the optimum utilization of human resources manpower
planning plays an important role. Therefore the researcher chose the topic to understand
manpower planning in a broader sense through the study, which would help him in his future
endeavours.

Limitations of the Study


Everything and everybody has their own limitation this study is not an exception. The
study was conducted in a single division by which the researcher could not compare the system
with that of other division / organization. As the time was limited the researcher could not so in
depth of the subject.
The researcher has taken the study as an IPW and has carried out the study; however his
individual ideas & perceptions would have taken the lead than the real observations.

CHAPTER -II

Literature Review
Manpower planning, also known as human resources planning (HRP), is the starting
point in staffing function. HR planning basically deals with forecasting of the additional human
resources required in an organization in future, though there is not complete agreement among
writers and practitioners on the exact scope of HR planning function. Although manpower
planning means different things to different people, general agreement exists on its ultimate
objectives---the most effective use of scarce talent in the interests of the labor and the
organization.
The employment function of the Personnel or Human Resource Manager is concerned
with the task of hiring people to fill current or future job vacancies in the organization. For
making the hiring practices most effective, answers must be sought to the following questions:
1. What are the requirements of the jobs to be filled?
2. What kinds of and how much manpower must be hired?
3. What sources of recruitment may be utilized for procurement?
4. What procedures should be adopted to screen the candidates for employment?
5. What is the utility of employment test and interviews in the selection process?
6. What is the place of transfers and promotions in employment and placement?
Manpower may be regarded as the quantitative and qualitative measurement of work
force required in an organization and planning in relation to manpower may be regarded as
establishing objectives to develop human resources in line with broad objectives of the
organization. Manpower Planning may thus be expressed as a process by which the management
ensures the right number of people and right kind of people, at the right place, at the right time
doing right things for which they are suited for the achievement of goals of the organization.

Meaning of Manpower Planning


Manpower Planning aims at determining the manpower needs of the organization both in
right number and of right kind. It further aims at the continuous supply of right kind of personnel
to fill various positions in the organization.

According to Decenzo and Robbins, Manpower Planning is the process by which an


organization ensures that it has the right number and kind of people at the right place, at the right
time, capable of effectively and efficiently completing those tasks that will help the organization
achieve its overall objectives.

To quote Dale S. Beach, Manpower Planning is the process of determining and ensuring
that the organization will have an adequate number of qualified persons, available at the proper
times, performing jobs which meet the needs of the enterprise and which provide satisfaction for
the individual involved.

Manpower Planning is a continuous process. It cannot be rigid or static, it is amenable to


modifications, review and adjustments in accordance with the needs of the organization or the
changing circumstances. In simple terms it is the process of determining manpower requirements
and the means for meeting those requirements in order to carry out the integrated plan for the
organization. It is a two-way process by which management can project the future manpower
requirements and develop suitable action plans to accommodate the implications of projections.
Thus, manpower planning is the process of developing and determining objectives, policies and
programs that will procure, develop and utilize human resources so as to achieve the goals of the
organization.

Objectives of Manpower Planning.


1

To ensure optimum use of Human Resources currently employed.

To avoid imbalances in the distribution and allocation of Human Resources.

To assess or forecast future skill requirements for the accomplishment of the


organizations overall objectives.

To provide control measure to ensure availability of necessary resources when required.

To control the cost aspect of human Resources.

To formulate transfer and promotion policies.

Importance of Manpower Planning


Manpower Planning is a two-phased process by which management can project future
requirements and develop manpower plans. It helps in proper recruitment and selection so that
right types of people are available to occupy various positions in the organization. It also
facilitates designing of training programs for the employees to develop the required skills in
them. Thus, manpower planning plays an important role in the effective management of
personnel.
Systematic manpower planning provides lead-time for the acquisition and training of employees
to meet future requirements. It is all the more crucial because the lead time for procuring
personnel is a time consuming process and in certain cases, one may not always get the requisite
type of personnel needed for the jobs. Non-availability of suitable manpower may result in
postponement or delays in executing new projects and expansion programs, which ultimately
lead to lower efficiency and productivity. To overcome this, an organization must plan out its
manpower requirements well in advance so that it could compete effectively with its competitors
in the market

Benefits of Manpower Planning.


1

It results in reduced labour costs as it helps the management to anticipate shortages


and/or surpluses of manpower and correct these imbalances before they become
unmanageable and expensive.

It is a better basis for planning employee development that is designed to make optimum
use of workers skills with in the organization.

It enables identification of the gaps of the existing manpower so that corrective training
could be imparted. Thus, the training programme becomes more effective.

It leads to improvement in the overall business planning process.

It helps in formulating managerial succession plan as apart of the replacement planning


process, which is necessitated when job-change plans for managers are formulated.
Besides, this exercise would provide enough lead-time for identifying and developing
managers to move up the corporate ladder.

It leads to a greater awareness of the importance of sound manpower management


throughout the organization.

It serves as a tool to evaluate the effect of alternative manpower actions and policies.

Process of Manpower Planning.


The process of manpower planning involves the following steps;
1

Determination of objectives of manpower planning.

Preparation of current manpower inventory.

Demand forecasting.

Supply forecasting.

Estimating the net manpower requirements.

Action plan for redeployment and redundancy.

Determination of job requirements of jobs to be filled.

Employment plan.

Training and development program.

Manpower planning is a continuous process as shown in Fig.1. The manager responsible for
manpower planning has to be concerned with all the steps at all time. He may have to revise
employment plan and training and development program from time to time depending upon
the changes in circumstances such as sudden changes in volume of production, unexpected
high rate of labor turnover, obsolescence of existing skills and so on. A brief explanation of
the steps in the manpower planning process is given below:

Objectives of Inventory
Human Resource
of Human
Planning
Resource
Demand
Skills (Finding
and Supply
Determine
gaps)
forecasting
Net manpower Requireme

Appraisal of Human Training


resourceand
Planning
DevelopmentEmployment
Program Redeployment
Program
and Redundancy Pla

Company

Integra Apparels (Bangladesh) Ltd.

Name
Type :
Address :

Plot # 742, Dhour,Nayanagar, Turag, Dhaka-1230.

Multinational Co. Owned by Thai owner.


E-mail: saker@integra-apparel.com
Web: www.integra-apparel.com

Head Office
Merchandisin

India.
Indonesia, South Africa, Japan, Myanmar, China,
Vietnam, Bangladesh, and others.

g Office
Brand:
Markets

Sales
Categories

Integra Apparels

Indonesia, South Africa, Japan, Myanmar, China,


Vietnam, Bangladesh, and others.
T-shirts, Polo shirts, Tank tops, Pajamas, Sport wear, Under
garments, Mens & Ladies fashion wear , Kids wear etc

COMPANY OVERVIEW

ABOUT COMPANY:
Integra Apparels (Bangladesh) Ltd. started its journey by establishing the first unit in 1997. One
year later the second unit was established. The operation was started in 1997.Within a very short
time of span the company achieved some significance success. Integra Apparels (Bangladesh)
Ltd. receives Oeko-Tex standard 100 and ISO-9002 certificates in the year 2000. Authorized
capital of the company is tk. 1000 million. Its paid- up capital is tk. 251.90 million. 1,223
employees are working in this organization. The business lines of Integra Apparels (Bangladesh)
Ltd. are manufacturing and marketing of yarn. The factory is located in Kashimpur, Gazipur,
Bangladesh. Its office is located at Uttara in Dhaka

MISSION STATEMENT:
The mission statement of Integra Apparels (Bangladesh) Ltd.is Our mission is realization of
vision through maximum production of goods and services strictly on ethical and moral
standards at minimum costs to the society ensuring optimum benefits to the shareholders and
other stakeholders.

KEY PRODUCT / SERVICES:


As stated earlier the business line of the company is manufacturing and marketing of yarn. It
manufactures:
100% Cotton Ring Span Yarn For Hosiery
100% Cotton OE Rotor Yarn for Hosiery
Knit Fabrics for 100% export oriented readymade Garments Industry.

It also performs the following services: Dying & Post Mercerization.


Fabric Dying
The final output is marketwise by Square Fashion Ltd.
Integra Apparels (Bangladesh) Ltd. two types of products are produced in two different units.
Products: In Integra Apparels (Bangladesh) Ltd. produce Readymade Knit Apparels like Tshirts, Polo shirts, Tank tops, Pajamas, Sport wear, Under garments, Mens & Ladies fashion
wear , Kids wear etc.

STRATEGIC GOALS & OBJECTIVES:


The company sets the following objectives for it to achieve:

To strive hard to optimize profit through conduction of transparent business operations within
the legal and social framework with malice to none and justice for all
To create more jobs with minimum investments
To be competitive in the internal as well as external markets
To maximize export earning with minimum imported in-puts
To reduce the income gap between top and bottom categories of employees.

Management
MANAGEMENT

Management:
The entire management process comprises the following units:

Executive Management:
The Managing Director, the CEO is the head of the Executive Management Team which
comprises senior members of the Management Apparatus. Within the limits of delegated
authority and responsibility by the Board of Directors , Executive Management operates through
further delegation of authority at every echelon of the line management . The executive
Management operates within the framework of Policy & Planning strategies set by the Top
Management with periodic performance reporting for guidance . The Executive Management is
responsible for preparation of segment plans / sub segment plans for every profit centers with
budgetary targets for every items of goods & services and are held accountable for deficiencies,
with appreciation for outstanding and exceptional performances . These operations are
continuously carried out by the Executive Management through series of Committees , sub
Committees ,Committees & standing Committees assisting the line management .

Management Committee:
Comprising top executives , deal with entire organizational matters.

Standing Committee:
Standing Committee comprises the following committee:
Audit Committee:
Internal Audit Committee
ISO Audit Committee
Social / Environment Committee
Performance Evaluation Audit Committee

Employment Relations Committee:


Remuneration Committee
Work Environment Committee
Performance Evaluation Audit Committee
Management Committee:
Product Planning & Development Committee

Quality Control & Research Committee


Production & Inventory Management Committee
Export Promotion Committee

- Marketing Overview

MARKETING OVERVIEW
POTENTIAL CUSTOMER:
The target market for products produced in Square Textiles Ltd. and Square Spinning Ltd. is
Export Oriented Readymade Garments Industry. Readymade Garments exporter that is Knit
Fabrics, Sweater and Denim manufacturer. In Bangladesh Beximco Kitting, Grameen Knitwear,
Shasha Denim, Knit Concern etc are the customers. Target market for products produced in
Square Fashion Ltd. is Europe and U.S.A. Square Textiles does not direct sales in overseas
market but sometimes India, Pakistan & other countries take their yarn.

SIZE & GROWTH OF MARKET:


The Companys marketing operations continued its emphasis on export sales over the years as
depicted below:
Year - 2006

Year - 2005

Year - 2004

99,800
(0.7%)
14,554,342
(99.3%)
14,654,142
(100%)

527,903
(3.7%)
13,817,314
(96.3%)
14,345,217
(100%)

539,417
(3.9%)
13,129,599
(96.1%)
13,669,016
(100%)

(a) Quality sold (Kg)

Local sales

Export
Sales

Total Sales

(b) Sales Revenue


( Taka )
9,455,588
32,576,936
46,956,494
(0.4%)
(1.8%)
(2.3%)
Export
2,093,214,675
1,756,441,450
2,029,968,545
(99.6%)
(98.2%)
(97.7%)
Sales
2,102,670,263
1,789,018,386
2,076,925,039
Total Sales
(100%)
(100%)
(100%)
The above figures show that the export sales increased by 19% in 2006over the previous year
with greater exposure to international market scenario and risk.

Local Sales

COMPETITOR ANALYSIS:
Only in few years back textile sector in Bangladesh was left behind but current scenarios is
different. In recent years a mentionable figure of money has been invested in this industry.
Government is also encouraging this sector. Government is making some favorable policies and
minimizing the regulations, so that this sector can be grown up.
Among the domestic companies Square is one of the leading one. The other potential competitors
are Padma Textiles, Shamim Textile etc. Competition will be severe after 2005, that is, during the
post multifiber agreement period. World market will be Quota free at that time. So Bangladesh
will have to compete with countries like Srilanka, China, Pakistan, Vietnam etc.

Finace

Production

Research and Development

Square Textiles Limited - Human resource management


Human resource management
Human resource planning
Square has a personal and administrative Department . Square is one of the biggest employers in
Bangladesh. The total number of employers in Bangladesh . The total number of employees is
1,223. For the employees there are systematic in house training in home and abroad . To motivate
the employees, along with salary and benefits the company provides various facilities like free
meals , free transportation , 24 hour medical center , on site sports . Production and
accommodation facilities includes full time supply of safe drinking water, adequate lighting and
ventilation facilities from sheet.

HR Practices of SQUARE textile


Recruitment
Training
Performance Management
Labor relation
Employee relation
Job analysis
Job design

Selection
Development
Incentives
Benefits

Recruitment and Selection process in SQUARE

Recruitment is the process through which the organization seeks applicants for potential
employment. Selection refers to the process by which it attempts to identify applicants with the
necessary knowledge, skills, abilities and other characteristics that will help the company achieve
its goals, companies engaging in different strategies need different types and numbers of
employees. The strategy a company is pursuing will have a direct impact on the types of
employees that it seeks to recruit and selection.

Source of recruitment
There are two kinds of source SQUARE uses for recruitment .They are
1. External source
2. Internal source.
We try to discuss all relative sources which are used for recruitment in SQUARE.

Internal source
SQUARE thinks that current employees are a major source of recruits for all but entry-level
positions. Whether for promotions or for Lateral job transfers, internal candidates already know
the informal organization and have detailed information about its formal policies and procedures.
Promotions and transfer are typically decided by operating managers with little involvement by
HR department.

Job-posting programs

HR departments become involved when internal job openings are publicized to employees
through job positioning programs, which informs employees about opening and required
qualifications and invite qualify employees to apply. The notices usually are posted on company
bulletin boards or are placed in the company newspaper. Qualification and other facts typically
are drawn from the job analysis information.
The purpose of job posting is to encourage employees to seek promotion and transfers the help
the HR department fill internal opening and meet employees personal objectives. Not all jobs
openings are posted .Besides entry level positions, senior management and top stuff positions
may be filled by merit or with external recruiting. Job posting is most common for lower level
clerical, technical and supervisory positions.

Departing Employees
An often overlooked source of recruiters consists of departing employees. Many employees
leave because they can no longer work the traditional 40 hours work week .School, child care
needs and other commitments are the common reason. Some might gladly stay if they could
rearrange their hours of work or their responsibilities .Instead, they quit when a transfer to a parttime job may retain their valuable skill and training. Even if part-time work is not a solution, a
temporary leave of absence may satisfy the employee and some future recruiting need of the
employer.

External source
When job opening cannot be filled internally, the HR department of SQUARE must look outside
the organization for applicants. We discuss all the external source of recruitment at bellow:

Walk-ins and Write-ins:


Walk-ins are some seekers who arrived at the HR department of SQUARE in search of a job;
Write-ins are those who send a written enquire .both groups normally are ask to complete and
application blank to determine their interest and abilities. Usable application is kept in an active
file until a suitable opening occurs or until an application is too old to be considered valid,
usually six months.

Employee referrals:

Employees may refer job seekers to the HR department .Employee referrals have several
advantages .Employees with hard to find job skill may no others who do the same work.
Employees referrals are excellent and legal recruitment technique, but they tend to maintain the
status quo of the work force in term of raise , religions , sex and other characteristics , possibly
leading to charges of discrimination.

Advertising
Want ads describe the job and the benefits, identify the employer, and tell those who are
interested how to apply .They are most familiar form of employment advertising .for highly
specialist requites, ads may be placed in professional journal or out of town newspaper in areas
with high concentration of the desired skills

Example:
General Manager- production (ref: PM)
-Age: 28-35 years; Graduate with specialization in garment mfg technology from NIFT or equiv.

-Minimum 10 years experience in similar position of a unit with a minimum of 1000machines.


-Must have detailed hands on knowledge of industrial engineering.
We offer competitive salary which is commensurate with experience and qualification.
If you aspire to an exiting and rewarding career , send your detailed resume, quoting your present
and expected salaries to jobs.

Employee relation & Job analysis


Employee relation

Employers and employees each have their own sets of needs and values, and successful
relationship between these two sides requires that some sort of balance be struck. This balance
often takes the form of a psychological contract, an understood agreement between employer and
employees that defines the work relationship. This contract with or without support of a formal
collective bargaining, agreement influence the outcome achieve by each side.

SQUARE group the various into three channel categories those are
1. Employee safety
2. Employee health
3. Employee working condition

Employee safety
SQUARE provide the employee safety .It ensure the all kinds of job safety such as insurance of
each employee not this it provide insurance to the labor.
Employee health
Free medical checkup, provide health card and also provide necessary medical facilities for each
employee.
Employee working condition
The working condition of employee is very hygienic
SQUARE is ISO 9001-2000 Certified company

Empowerment
Empowerment
Compensation fluctuates according to
A pre-established formula
Individual or group goals because group goals are different from individual goals
Company earnings
Incentives adds to base pay

It controls costs because the employee is being paid for his/her extra effort and for the benefits
brought to the organization.
Motivates employees
Empowerment Pay Categories
Individual
Group
Company-wide

Individual Empowerment plans


Quantity of work output (How many units produced)
Quality of work output (What was the quality of the product or service being produced or
served)
Monthly sales (How much sales was generated)
Work safety record (How many hazard or errors are being reduced.
Work attendance (If the absent is reduced or attendance is good)
Group empowerment
Performance Measures
Group incentive plans
Customer satisfaction
Labor cost savings
Materials cost savings
Reduction in accidents
Services cost savings
Company-Wide Performance Measures
Company-wide incentive plans
Company profits
Cost containment/prevention
Market share
Sales revenue

Individual empowerment Plans (Piecework plans)


Awards based on individual
production vs. company standards
Awards based on individual
performance standards using
objective & subjective criteria
Quantity and / or quality goals

Advantages and disadvantages of Individual Iempowerment Plan


Advantages
Helps relate pay to performance
Promotes equitable distribution of compensation
Helps retain best performers
Compatible with individualistic cultures and societies
Disadvantages
May promote inflexibility
Unrealistic standards may hamper employee motivation
Setting performance standards is time consuming
Factors beyond employees control may affect outcomes
Factors not rewarded may be overlooked

Group empowerment Plans


Rewards employees for their
collective performance
Group incentive use has increased in industry
2 types
Team - based or small group
Gain sharing
Company-Wide Empowerment Plans

Rewards employees when company


meets performance standards
2 Types
Profit sharing plans
Employee stock option plans

Competitive Strategies
Lowest - cost
Lower output costs per employee
Individual & group incentive plans
Behavioral encouragement plans

Differentiation
Unique product or services
Creative, risk - taking employees
Long - term focus
Team - based incentives