002 manpowerplanning winmedicare final
TRANSCRIPT
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Topic
1 PREFACE
2 ACKNOWLEDGEMENT
3 DECLARATION
4 INTRODUCTION TO PHARMA INDUSTRY
5 CHALLENGES
7 COMPANY PROFILE
8 INTRODUCTION OF THE TOPIC
9 OBJECTIVES
10 PROCESS OF MANPOWER PLANNING
11 MANPOWER INVENTORIES
12 LIMITATION OF THE CASTING
13 DIFFICULTIES
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14 OBJECTIVE AND SCOPE
15 RESEARCH MATHODOLOGY
16 ANALYSIS AND DATE INTERPRETATION
17 QUESTIONNAIRE
18 SUGGESTIONS
19 CONCLUSION
20 BIBLIOGRAPHY
PREFACE
For the fulfillment of the M.B.A. program, summer training has been
incorporated in the curriculum. Whatever the management student
receives in the first year, he utilizes that in his project with all his effortsenriched with theoretical knowledge.
In brief, you can say that we get findings practically by using all our
theoretical knowledge.
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Our classroom teaching and text books give us through theoretical
background of the different functional areas devoid of practical
experience on how these areas administrated and managed respectively.
This project assignment gives me an opportunity to understand the
applications of classroom learning. This training helps me to develop
various aptnesses for problem analysis and the decision-making. I have
taken the study
MANPOWER PLANNING WITH REFERENCE TO WIN
MEDICARE".
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INDIAN PHARMACEUTICAL INDUSTRY
The Indian Pharmaceutical Industry today is in the front rank
o f Ind ias science-based indus tr ies with wide ranging
capabil it ies in the complex f ield of drug manufacture and
technology. It ranks very high in the third world, in terms of
technology, qual ity and range of medicines manufactured.
From simple headache pills to sophisticated antibiotics and
complex cardiac compounds, almost every type of medicine is
now made indigenously.
Playing a key role in promoting and sustaining development in
the vital field of medicines, Indian Pharma Industry boasts of
quali ty producers and many units approved by regulatory
authoriti es in USA and UK. Interna tiona l companies
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associated with this sector have s timulated, ass is ted and
spearheaded this dynamic development in the past 53 years
and helped to put India on the pharmaceutical map of the
world.
GROWTH SCENARIO IN 2010
India's pharmaceutical industry is now the third largest in the
world in terms of volume. Its rank is 14th in terms of value.
Between September 2008 and September 2009, the total
turnover of India's pharmaceuticals industry was US$ 21.04
billion. The dome stic market was worth US$ 12.26 billion.
This was reported by the Department of Pharmaceuticals,
Ministry of Chemicals and Fertilizers. As per a report by IMS
Health India, the Indian pharmaceutical market reached US$
10.04 billion in size in July 2010. A highly organized sector,
the Indian Pharma Industry is est imated to be worth $ 4.5
billion, growing at about 8 to 9 percent annually.
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FUTURE PROSPECTS
The Indian pharmaceuticals market is expected to reach US$
55 bill ion in 2020 from US$ 12.6 bill ion in 2009. This was
stated in a report title "India Pharma 2020: Propelling access
and acceptance, realizing t rue potential" by McKinsey &
Company. In the same report, it was also mentioned that in an
aggressive growth scenario, the Pharma market has the further
potential to reach US$ 70 billion by 2020
Due to increase in the population of high income group, there
is every l ikel ihood that they wil l open a potential US$ 8
billion market for multinational companies selling costly drugs
by 2015. This was estimated in a report by Ernst & Young.
The domestic Pharma market is est imated to touch US$ 20
billion by 2015. The healthcare market in India to reach US$
31.59 billion by 2020. The sale of all types of pharmaceutical
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drugs and medicines in the country stands at US$ 9.61 billion,
which is expected to reach around US$ 19.22 billion by 2012.
Thus India would really become a lucrative destination for
clinical trials for global giants.
CHARACTERISTICS OF INDIAN PHARMACEUTICAL
INDUSTRY
The Indian Pharmaceutical sector is highly fragmented with
more than 20,000 registered units. It has expanded drastically
in the las t two decades . The leading 250 pharmaceutical
companies control 70% of the market with market leader
holding nearly 7% of the market share. I t is an extremely
fragmented marke t with seve re price compe tition and
government price control.
The pharmaceutical industry in India meets around 70% of the
country 's demand for bulk drugs, drug intermediates,
pharmaceutical formulations, chemicals, tablets, capsules,
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orals and injectibles. There are about 250 large units and about
8000 Small Scale Units, which form the core of the
pharmaceutical industry in India (including 5 Central Public
Sector Units). These units produce the complete range of
pharmaceutical formulations, i.e., medicines ready for
consumption by pat ients and about 350 bulk drugs , i .e .,
chemicals having therapeutic value and used for production of
pharmaceutical formulations.
Following the de-licensing of the pharmaceutical industry,
industrial licensing for most of the drugs and pharmaceutical
products has been done away with. Manufacturers are free to
produce any drug duly approved by the Drug Control
Authority. Technologically strong and totally self-reliant, the
pharmaceutical industry in India has low costs of production,
low R&D costs, innovative scientific manpower, strength of
national laboratories and an increasing balance of trade. The
Pharmaceutical Industry, with its rich scientific talents and
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research capabil it ies, supported by Intel lectual Property
Protect ion regime is wel l set to take on the international
market.
CHALLENGES
All of these changes are ultimately good for the Indian pharmaceutical
industry, which suffered in the past from inadequate regulation and large
quantities of spurious drugs. They force the industry to reach a level
necessary for global competitiveness. However, they have also exposed
some of the inadequacies in the industry today. Its main weakness is an
underdeveloped new molecule discovery program. Even after the
increased investment, market leaders such as Ranbaxy and Dr. Reddys
Laboratories spent only 5-10% of their revenues on R&D, lagging behind
Western pharmaceuticals like Pfizer, whose research budget last year was
greater than the combined revenues of the entire Indian pharmaceutical
industry. This disparity is too great to be explained by cost differentials,
and it comes when advances in genomics have made research equipment
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more expensive than ever. The drug discovery process is further hindered
by a dearth of qualified molecular biologists. Due to the disconnect
between curriculum and industry, pharmas in India also lack the
academic collaboration that is crucial to drug development in the West.
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Win-Medicare Pvt. Ltd.
In the early 80s, Mr. Umesh K. Modi felt the need to expand his business
beyond the existing strata. Healthcare was a viable option, for beyond
business, was his noble intention to serve the health needs of India. Thus
was formed Win-Medicare in the early 1980s. In Collaboration with
Sterling Drug of USA. In 1989, the relationship with Eastman Kodak
came to an end. In 1990 Win-Medicare became a licensee of
Mundipharma for Betadine.
In 1990 J.V. of Modi-Mundipharma was established and Win-Medicare
was acquired by Modi-Mundipharma.
What began as an early vision of healthcare business, is today amongst
the fastest growing pharmaceutical companies in India. In the countrys
highly fragmented pharmaceuticals market, Win-Medicare enjoys a
respectable share and is considered the undisputed leader in select
segment. It has made its brand Betadine into Indias 14th largest
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pharmaceutical brand. In 75 countries Betadine is trusted for its
uncompromising antiseptic efficacy.
Win-Medicare has a manufacturing plant in Modipuram (for tablets,
capsules & injections) and another Manufacturing plant at GSP Behror,
Rajasthan dedicated to Betadine. Its distribution reach is to more than
2,00,000 chemists pan India.
About Umesh Modi Group
Umesh Modi group, one of the largest industrial conglomerate in India,
has made its mark in the pharmaceuticals and cosmetics business. The
groups interests are also spread across diverse business ventures, the
principal being:
Pharma & Healthcare
Cosmetics
Iron and steel
Sugar
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Distillery & Alcohol
Power & Bio Energy
Writing Instruments
Engineering
Travel and Tour
Umesh Modi Group has 25 branch offices all over India, 8000 skilled and
professionally qualified executives, 18 production units spread across
India, Sri Lanka and Bangladesh, two R&D centres and collaboration
with 15 multinational companies thus having distinction of having one of
the largest numbers of foreign collaborations among leading business
houses in India. Among many international brands introduced in India by
the group few key ones are: Betadine, Hepa Merz, Revlon,
Morgardshammar, Senator, Silence, Bodysol and Mederma.
The group has its corporate head quarter in New Delhi and is headed by
the Group Chairman, President, and CEO, Mr. Umesh K. Modi.
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Flying high, the group continues to work hard and keep its eyes fixed on
the goal to deliver the range of quality products. The mantra of Umesh
Modi Group is achieve the benchmarked, then set your own standards
and surpass them too.
About Mr. Umesh K. Modi
Mr. Umesh K. Modi is the Group Chairman, President and CEO of the
Umesh Modi Group. He is the youngest son of Late Raibahadur Gujar
Mal Modi. A name to reckon with in the Indian Industry firmament, Mr.
Umesh K. Modi has been instrumental in bringing the largest number of
internationally renowned collaborators to India.
Under the tutelage of his father, he started his career in 1972 at the Modi
Steel Sugar in Modinagar. He was 23-years-old then and had just passed
out from the Banaras Hindu University with a gold medal in Chemical
engineering. A man of vision, he quickly learnt to grow beyond his area
of expertise. Constantly looking for growth opportunities, he expanded
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the Modi Group from the humble sugar-mill beginning to its current
conglomerate avatar. And while on the path, he was instrumental in
changing the face of the domestic industrial scenario. Particularly
creditworthy is his role in introducing innovative technologies to India,
thereby fuelling the countrys industrial development.
He took the bold step of initiating joint ventures and alliances with
European and American companies in the 1980s when it was not as
common as it is today. His mantra: in order to build modern plants, have
world-class partners via alliances and obtain a technology edge to
succeed. A foresight like this earned him the Man of the Year award for
the year 1984 from the Ministry of Industries.
A man of strict ethics, Mr. Umesh K. Modi puts the organisation before
himself. He humbly prefers to see himself as a trustee of the organisation
rather than the master. A quick decision maker, he spends his time
personally strategising and expects this to be followed by strong
execution. Mr. Umesh K. Modi has held the prestigious Chairmanship of
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the various organisations such as Steel Furnace Association of India,
Western U.P. Sugar Mills Association, Steel Wire Manufacturers
Association of India, Sponge Iron Association of India as well as the
Presidentship of the Institute of Economic Studies. He continues to be an
active member and office bearer of many international organisations such
as the Young Presidents Organisation, Industrial Council of
Development, among others. Besides this, he also heads a number of
corporations set up with international collaborators.
Group History
The Modi Group of Companies, a family business, was founded in 1933
by late Raibahadur G.M Modi. Ever since Mr. Umesh K. Modi stepped
in, the business has been growing at an increasing pace. With his hard
work and determination to succeed, he has developed many successful
industries till date.
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His children, Ms. Meghna Modi, Mrs. Himani Modi Agarwal, Mr.
Abhishek Modi and Mr. Jayesh Modi are now actively involved in the
business and its expansion.
Vision And Mission
Vision: To deliver the best in class products and brands to the Indian
consumer by collaborating with leading International Organizations in the
field of Manufacturing, Technology, Research & Development and
Marketing.
Mission: Umesh Modi Group to achieve a turnover of $ 1 billion by
2015.
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OBJECTIVE OF THE STUDY
1. The object ive is to understand the Manpower Planning
Strategies used in EPI.
2. To know the satisfaction level of workers and employees.
3. Achieving the organizational goals.
4. Determining training needs.
5. Correct forecasting of Manpower requirements.
6. Improving the motivation and morale of the employees.
7. Recrui ting Manpower according to the need of the
organization keeping in view the present technological
changes.
SCOPE OF THE STUDY
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Scope covers only Win Medicare Employees. Their
preferences are on basis of various factors related to proper
Manpower Planning.
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RESEARCH METHODOLOGY & SAMPLING
Define research as a scienti fic and sys tematic search for
pertaining information of specific topic. It is the pursuit of
truth with the help of studies, observation and
exper imentation . Research in common par lance refers to
research for knowledge. One can also
The following are the seven steps of a research:
1 . Preparing a l is t o f the needed in fo rmation.
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2 . Des ign ing the da ta - col lect ing projec t.
3 . Selec ting & determining sample type .
4 . Organizing and carry ing out of the fieldwork.
5 . Analyzing and col lect ive data and repor ting the f indings.
The research plan that was designed to enable me in collecting
the required information is shown below.
1 . Data source : Secondary da ta , Pr imary da ta
2 . Research Inst ruments: Quest ionnai re
3 . Contact Method : Direc t In terview & Telephone
RESEARCH DESIGN
A research design is a specification of method and procedures
or acqui ring the information needed. I t i s the overa ll
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observational pat te rn o r framework o f the projec ts tha t
s tipulates what information is to be col lected, from which
sources, by what procedure.
Step 1 Planning of Questionnaire
Step 2 Questionnaires
Step 3 Collect the primary data from it & secondary
data from records
RESEARCH PROBLEM
In research the first and foremost step happens to be that of
se lect ing and properly defining a research problem. A
researcher must find the problem and formulate i t so that i t
become s susceptible to research.A research problem, in
genera l re fe rs t o so me difficulty which a re sear cher
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experiences in the context of either a theoretical or practical
situation and wants to obtains solution for the same.
Sample Size
100 Respondent
Sample Unit
Supervisor and Managers
DATA COLLECTION METHOD
Questionnaire Method
RESEARCH TOOL
% method represented by pie charts.
SAMPLE METHOD
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Random sampling
FIELD OF WORK
Human Resource Department
Questionnaire - A questionnaire has been devised suitably to cover the
vital factors of manpower planning which include forecasting, sources of
recruitment, method of recruitment, etc. These have been discussed
elsewhere in the earlier chapters. The author choose; a close ended
pattern of questionnaire rather than an open ended questionnaire. The
reasons for such a pattern are:
i) As the top and middle level managers are apparently busy
people it would be easy for them to check the various possible
answers supplied in close ended questionnaire.
ii) A close ended questionnaire safeguards against indulging in
vague and desultory expressions. Therefore, for the purpose of
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analysis and to ensure correct evaluation, the author decided on
administering close ended questionnaire. Adequate care has been
taken in arranging the questions in a logical order, avoiding any
confusion of misgivings. A specimen of the questionnaire is
attached as Annex.
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PROBLEMS ENCOUNTERED IN DATA COLLECTION:
The author faced the normal problems in data col lect ion, i .e.
certain employees at various levels are not that sincere which type of
casual approach which exists in our culture, normally creates problems
of updating records and information at the time of survey. However there
has been no extra ordinary problem or hurdle faced in data collection
except a few here and there which may even be there in quite a perfect
system.
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MANPOWER PLANNING
Manpower Planning which is a lso cal led as Human Resource
Planning consists of putting right number of people, right kind of
people at the right place, right time, doing the right things for which
they are suited for the achievement of goals of the organization.
Human Resource Planning has got an important place in the arena of
industrialization. Human Resource Planning has to be a systems
approach and is carried out in a set procedure. The procedure is as
follows:
1. Analyzing the current manpower inventory
2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes
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ANALYZING THE CURRENT MANPOWER INVENTORY
Before a manager makes forecast of future manpower, the current
manpower status has to be analyzed. For this the following things
have to be noted-
Type of organization
Number of departments
Number and quantity of such departments
Employees in these work units
Once these factors are registered by a manager, he goes for the
future forecasting.
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MAKING FUTURE MANPOWER FORECASTS
Once the factors affecting the future manpower forecasts are known,
planning can be done for the future manpower requirements in
several work units.
The Manpower forecasting techniques commonly employed by the
organizations are as follows:
Expert Forecasts: This includes informal decisions, formal expert
surveys and Delphi technique.
Trend Analysis: Manpower needs can be projec ted through
extrapolation (projecting past trends), indexation (using base year
as basis), and statistical analysis (central tendency measure).
Work Load Analysis: It is dependent upon the nature of work load
in a department, in a branch or in a division.
Work Force Analysis: Whenever production and time period has to
be analyzed, due allowances have to be made for getting net
manpower requirements.
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Other methods: Several Mathematical models , with the aid of
computers are used to forecast manpower needs, l ike budget and
planning analysis, regression, new venture analysis.
DEVELOPING EMPLOYMENT PROGRAMMES
Once the current inventory is compared with future forecasts, the
employment programmes can be framed and developed accordingly,
which will include recruitment, selection procedures and placement
plans.
IMPORTANCE OF MANPOWER PLANNING
1. Key to managerial functions- The four managerial functions,
i.e., planning, organizing, directing and controlling are based
upon the manpower. Human resources help in the
implementation of all these managerial activities. Therefore,
staffing becomes a key to all managerial functions.
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2. Efficient utilization- Efficient management of personnels
becomes an important function in the industrialization world
of today. Setting of large scale enterprises require
management of large scale manpower. It can be effectively
done through staffing function.
3. Motivation- Staffing function not only includes putting right
men on r igh t job , bu t i t a lso compr ises o f motiva tional
programmes, i.e., incentive plans to be framed for further
participation and employment of employees in a concern.
Therefore, all types of incentive plans become an integral part
of staffing function.
4. Better human relations- A concern can stabi l ize i tself i f
human relat ions develop and are s trong. Human relations
become strong trough effective control, clear commu nication,
effective supervision and leadership in a concern. Staffing
function also looks after training and development of the work
force which leads to co-operation and better human relations.
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5. Higher productivity- Product iv ity level increases when
resources are u ti li zed in bes t poss ib le manner . h igher
productivity is a result of minimum wastage of time, money,
efforts and energies. This is possible through the staffing and
its related activi ties ( Performance appraisal , t raining and
development, remuneration)
NEED OF MANPOWER PLANNING
Manpower Pl anning is a two-phased process because
manpower planning not only analyses the current human resources
but also makes manpower forecasts and thereby draw employment
programmes. Manpower Planning is advantageous to firm in
following manner:
1. Shortages and surpluses can be identified so that quick action
can be taken wherever required.
2. All the recruitment and selection programmes are based on
manpower planning.
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3. It also helps to reduce the labour cost as excess staff can be
identified and thereby overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and
accordingly t ra ining programmes can be chalked out to
develop those talents.
5. It helps in growth and diversification of business. Through
manpower planning, human resources can be readily available
and they can be utilized in best manner.
6. It he lps the organization to real ize the impor tance of
manpower management which ultimately helps in the stability
of a concern.
MANPOWER PLANNING AT DIFFERENT LEVELS
There are various levels of manpower planning in an industrial
enterprise, but each has its own objectives and techniques. It may
broadly be carried out at corporate, divisional and plant levels. The
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purpose of carrying out manpower pl anning at various levels is the
systematic projection of manpower requirements for the future. Its
done to determine the effects of anticipated changes in technology,
markets and products on manpower requirements--and training
requirements.
I ts bet te r for manpower plann ing to st ar t a t the lowest
organizational level and then move upward. There is no doubt that a
corporate plan is developed by the body of top executives with the
help of corporate staff planners. However, if personnel lower down
in the organization start the planning process I the organization
shall reap the benefits of thinking of persons who are more familiar
with the day-to-day problems and wil l be more interes ted in
fulfilling the plans if they have had a hand in formulating them.
Therefore manpower planning should begin at the lower
organiza tion level and be reviewed a t successive ly higher
organizational echelons.
Manpower planning at the plant level can be conducted by an
operating committee on the basis of past data and future projection.
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The committee would formulate a manpower plan for the next five
year. including the number of employees required and the sources
which could be utilized to meet these requirements .
It would also determine the number of promotable employees for the
annual manpower plan. Finally the committee will evaluate these
plans in the light of expected changes of all kinds within the next
five years with the help of manpower planning experts. In line with
the
principles of functional and administrative supervision, this plan
would in turn be submitted to the next organizational level which
would be the departmental level. Each division or department of the
organization will have the divisional committee which would review
the manpower plans submitted by ail the plants in the division.
At the highest level, a committee of top executives will review
all the p lans submitted by the d iv is ional committees and wil l
develop s imilar p lans for the headquarter s taff . It wil l make
projections of manpower requirements of various kinds during the
next five years. At this level adequate emphasis will be given to the
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executive manpower planning because it takes a long time before a
person is developed into a better executive. The committee will
have a t i ts di sposal a ll the records and s ta ti st ics r egarding
employees turnover during the previous year, employees going to
retire in future and so on.
OBJECTIVES OF MANPOWER PLANNING ARE AS
FOLLOWS:-
1. Deter mining recruitment needs: An essential prerequisite to
the process of recruitment is to avoid problems of unexpected
shortage, wastage, b lockages in the promotion f low and
needless redundancies.
2. Determining t raining needs: this is fundamentally important
to planning training programs, for which i ts necessary to
assess not only quantity but also quality in terms of the skills
required by the organization.
3. Management development: A success ion o f t ra ined and
experienced managers is essential to the effectiveness of the
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organization, and this depends on accurate information about
present and future requirements in all ma nagement posts.
4. Balancing the cost between the utilization of plant and
workforce: This invo lves comparing cost s o f these two
resources in different costing projects.
5. Industrial relation: The business plan wil l, of necessity,
make assumption about productivity of the human resource. It
will have an impact on the organization's industrial relations
strategies.
PROCESS OF MANPOWER PLANNING:-
The process of Manpower Planning involves the following steps as
shown in :
Objectives of Manpower Planning
Inventory of Manpower Skills
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Demand and Supply Forecasting
Determine Net Manpower Requirements
Appraisal of Human Resource Planning
Training and Development Program
Employment Program
Redeployment and Redundancy Plan
Manpower p lann ing i s a cont inuous process . I t involves the
following steps:
1 . Determination of objectives of manpower p lanning.
2 . Prepara tion of cur rent manpower inventory.
3. Demand forecasting.
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4. Supply forecasting.
5 . Est imating the net manpower requ irements.
6 . Act ion p lan for redeployment and redundancy.
7. Employment plan
8. Tra ining and deve lopment program.
PROCESS OF MANPOWER PLANNING:
1. Objective of Manpower Planning:
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The ult imate purpose of the manpower planning is the to relate
future human resources to future enterprise needs so as to maximize
the future return on investment in human resources. "Therefore
manpower planning should be more concerned with fill ing future
vacancies with r ight type of people rather than with matching
existing personnel with existing jobs.
2. Current Manpower Inventory:
Analysi s o f cur rent manpower supp ly may be undertaken by
department , by funct ion, by occupation, or by level of ski ll or
qualifications. Systematic steps must be taken in order to ensure
that a reservoir of talent is available when vacancies occur. To be
sure that available talent has been included the inventory of various
skills in the enterprise should be indexed. This record will provide
the foundations for a program of individual development.
3 . Demand forecast ing: The factors relevant for manpower
forecasting are as follows:
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(a) Employment trends : The manpower planning committee at
the corporate level should make an examination of number of
the employees on the payrol l during the past f ive years to
know the trend within each group. With help of this it would
be possible to determine whether a particular group has been
stable or unstable whether it has been expanding or
contracting.
(b) Replacement n eeds : The need for replacement arises due to
death, retirement, resignation and termination of employees.
(c) Productivity : An important area to which the manpower
planning is related is the improvement in the productivity,
Gains in product iv ity wil l inf luence the requirements of
manpower.
(d) Growth and expansion : Another aspect relevant for
manpower planning is personnel requirement for growth and
expansion of the organization. The expansion plans of various
plants and division should be carefully reviewed to assess
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their probable effects on the number of employees required in
each group.
(e) Absenteeism : I t means a s i tuat ion when a person fai ls to
come for work when he is scheduled to work.
(f) Work study: Work s tudy technique can be used when i ts
possible to apply work measurement to know how long
operations should take and the amount labour required.
4. Supply Forecasting: Along with the demand forecasting its
equal ly impor tant to forecas t the supply of d if ferent types of
personnel with organization at the cutoff date of human resources
planning. There are two sources of supply of manpower internal
and external. But internal supply is more important for manpower
planning. It comprises of the employees working in the organization
who can be promoted or transferred to fil l up various jobs as and
when they fall vacant.
This would required evaluat ion of the present personnel
abi li ties , their s trengthen and weakness, so as to gauge their
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suitability for different jobs. In order to estimate internal supply of
personnel, its necessary to conduct human resources audit and
prepare replacement charts in advance.
(a) Human resources audit : it gives a through idea of potent ial and
capabilities of persons working in the organization.
(b) Replacement charts are meant for l ist ing each key posi tion and
indicating time when its likely to be vaca ted, They also list the
most likely candidates working in the organization suitable to
fill vacancies and also the time when they would be ready for
promotion.
5. Est imating the net hu man resources requireme nts: The
human resources planner must compare the demand forecast for
human resources with the pro jected internal supply of human
resources before coming to any conclusion. This exercise should be
carried out department and skill wise to know the deficiencies or
surplus of various types of personnel in future. The possibilities of
transfer of personnel from one department to another and promotion
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of personnel to higher jobs must also be considered to determine net
human resources requirements in the organization as a whole.
Besides determining the number of personnel required,
i ts also essential to determine the qualificat ion of personnel
required.
6. Action plan for redeployment or Redundancy: The
management has to plan for redeployment and redundancy in case of
surplus staff position. If surplus is estimated in some department,
employees can be redeployed in other departments, where the defic it
of employees is estimated.
The management should also plan for t raining or re-
orientation before redeployment of employees. Redundancy
plan has to be made if the surplus employees cant be redeployed.
7. Employment plans: This phase deals with planning how the
organization can obtain the required number and r ight type of
personnel. In other words there is a need to prepare programs of
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recruitment, selection. Transfer and promotion so that personnel
needs of various departments of the organization are met timely.
8. Training and Development programs: The preparation of
human resources inventory helps in the identifying the training and
development needs of the organization. Training is necessary not
only for the new employees, but also for the existing employees. All
types o f job requ ire some so rt o f t ra in ing for the ir e ffi cien t
performance. The talent Of employees are not fully productive
without a systematic program of training.
Evaluation of Effectiveness of Manpower planning: After the
employment and training programs have been implemented, an
appraisal must be made of the effectiveness of manpower planning.
Deficiencies in the program should be pointed out and the catalogue
of manpower inventory should be updated periodically. An apprai sal
of the exist ing manpower plans wil l also serve as a guide in the
future manpower planning.
MANPOWER FORECASTING
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In a dynamic wor ld , i t i s se ldom possible to va lida te a
projection and this makes people hesitant to spend time and money
in attempting manpower forecasting for the companies. But before
discarding forecas ting as impract icable , one could correct ly
understand the purpose of manpower forecasting in a firm and its
implications.
The Company, a ft er examining past t rends and cur rent
developments, sets forth a working model of the system of data. It
is then, a ser ies of assumptions s tated about how the important
variables are likely to behave in the future and these assumptions
are used to modify past trends of the variables. The accuracy of
these projections depends 'on the realism of the assumptions and the
identification of all the relevant variables.
In case of manpower projection which are made for policy purposes,
i t may not even be appropriate to consider val idat ion, s ince the
purpose of projection may be to warn avoidance of the crisis, and
therefore, inval idate the projection. In any case, the projection
cannot be more correct than the assumptions. One of the most
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important uses of projection is, therefore, to read the situation as it
i s, o r as i t emerges , eva luate the assumptions, make fu rther
refinements and revisions and thus to be able to maintain proper
control in course of t ime. I t should be clearly understood that
projection do not provide a blue print of the future. They can point
the direction and signal the warnings for policy changes policies.
Forecasting provides the basic premises on which the manpower
planning is built. Forecasting is necessary for various reasons such
as:
1. The eventualities and contingencies of general economic
business cycles (such as inflation, wages, prices, costs and raw
material supplies) have an influence on the short-range and
long run plans of all organization.
2 . An expansion fol lowing enlargement and growth in business
involves the use of additional machinery and personnel, and
reallocation of facilities.
3. Changes in management philosophies and leadership s tyles .
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4. the use of mechanical technology necess itate changes in sk il ls
of workers , as well as change in the number of employees
needed.
5 . Very of ten a change in the quant ity o r quali ty o f product s or
services require a change in the organization structure.
After estimating what the future organization structure should be
the next step is to draw up the requirements of human resources,
both for the existing departments and for new vacancies. For this
purpose a forecast of labour force is needed.
MANPOWER INVENTORIES AND COMPUTERS
The application of new technology to record keeping enables
management to make more effective use of employee records in this
regard. In addition to personal biographical information, such as
age, educat ion and training, work experience and perhaps some
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psychological factors, such records contain a job history of the
employees within the company. When records are computerized, it
becomes possible to answer quickly questions like the following:
1. How many employees in what j obs will b e r et iring i n each
future year?
2 . How many employees with appropr ia te backgrounds wi ll be
available for promotion?
LIMITATION OF FORECASTING
Forecas ting i s s ti ll far f rom an exact science. Whi le advance
planning is useful in seeking to anticipate personnel changes which
are jus t beginning to show themselves, management needs to
remember that such forecasts depend upon the continuation of
t rends, which may easi ly change. A decl ine in the economy can
change drastically both the need for manpower and even the number
of voluntary resignations. The results can be predicted shortage in
certain jobs becomes a difficult surplus.
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TECHNIQUE OF FORECASTING
There are two types of technique of forecasting
1. Forecasting the demand for labor.
2. The internal supply of labor.
Demand forecasting method s can be divided into two
categories:
JUDGMENTAL AND MATHEMATICAL :
Judgmental methods: These methods may be used by small
organizations or by those new to HR forecasting. Judgmental may
be also preferred when an organization or an environment in a state
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of transition or turmoil, at such times, past trends and correlation
cannot be used to make accurate prediction about the future.
Perhaps the simplest judgmental method is bottom up, or unit,
forecasting: Each unit , branch, or department estimates i ts own
future need for employees. Idealiy managers receive some guidance
and information, which they combine with their own perspectives to
reach the est imates. The sum of the est imated unit needs is the
demand forecast for the whole organization.
Another judgmental method involves top down forecasting by
experienced top managers and executives. These experts meet to
discuss how trends, business plans, the economy, and other factors
will affect the need for human resources at various levels of the
organization. Besides predicting the most l ikely future demand,
these experts also may make separate forecasts based on best and
worst scenarios. After completing such exercises, the expert can be
fairly certain that the actual demand for labor will fall somewhere
between their best worst case predictions.
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Delphi technique: In using this technique, the expert do not meet
face to face. This method is more economical.
The first step in the Delphi process is to develop an
anonymous questionnaire that asks the experts for an opinion and
reasons that they hold that opinion. The results of this questionnaire
are compi led and returned to the exper ts , a long with a second
anonymous questionnaire. In this way the expert can learn from one
another and modify or e laborate their pos it ion in the second
questionnaire. The process continues through several more rounds
until the expert agree on a judgment.
Simple Mathematical methods: The simplest mathematical
methods of forecasting use only one factor to predict demand. For
example, to predict the need for labor, one could examine staffing
levels during the last few years, note the trend, and extend the trend
to the upcoming year's sales, production, or another business factor
related to the need for labor . This information would then be
combined with productivity ratios to predict the number of direct
labor employees needed.
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The productivity ratio is the average number of units produced
per direct tabor employees per year. Direct to indirect labor staffing
ratios are used to calculate the number of individuals required in
other jobs. Productivity and staffing ratios based on historical data
may be modified judgmentally if the ratios are expected to change.
Complex mathematical methods: Large organizations with a
long history of HR planning are l ikely to employ these methods.
One such method, multiple regressions, uses several factors that
correlate with tabor demand to forecast future demand. Examples of
such factors include sales, profits, capital investment, and gross
nat ional product . Historical data are used to derive an equation
describing the relationships of these factors to employment levels;
then current or predicted values of the factors are inserted into the
equation predict future demand.
A second forecasting method employ s linea r, or goal ,
programming to determine optimal staffing levels given a set of
const rain ts . Const rain t might include compensation budgets ,
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minimum and maximum ratios between various kinds of jobs, or
minimum and maximum output figures.
THE INTERNAL SUPPLY OF LABOR :
Once the demand for labor is predicted, i t is necessary to
forecast the supply of labor that the organization will already have
available to meet the demand. The internal supply of labor consists
of all the individuals currently employed by an organization. These
employ can help to fil l future demands by remaining employed in
their current positions or by being promoted or transferred to fil l
vacancies elsewhere in the organization. The internal supply of
labor is constantly changing as new people enter and others resign,
retire, or are discharged.
Predicting the internal supply of labor: Markov analysis is a
fairly simple method of predicting the internal supply of labor at
some future time. The heart of Markov analysis is the transition
probability matrix, which describes the probabilities of an
incumbent's staying in his or her present job for the forecast time
period, moving to another job in the organization, or leaving the
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organization. When this matr ix is multipl ied by the number of
people beginning the year in each job, the result show how many
people are expected to be in each job by the end of the year.
DIFFICULTIES IN MANPOWER PLANNING:
Manpower planning is not always effective. Some of the major
problems are described below:
1. Lack of Understanding of Rationale of planning: There is
generally identity crisis and many Managers as well as human
resources specialist do not fully understand the rationale or
purpose human resource planning.
2. Insufficient Top Manager's support: In the long run, human
resource.
Planning must have the full support of top management.I
otherwise its going to be ineffective.
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3. Insufficient initial Efforts: Manpower planning might fail
because of lack of sufficient initial efforts. To be successful J
manpower planning should start slowly and expand gradually.
4. Lack of Coordination with other Function: To be effective,
manpower planning must be coordinated with other
management functions.
5. Lack of Integration with Organizational plans: Manpower
planning must be based on organizational objectives and plans.
This requires development of good communication channels
between organizational planners and the human resources
planners.
6. Non-cooperation of Operating Managers: Manpower
planning may fail because of non-cooperation between the
personnel and other functional managers.
In order to ensure effective manpower planning, its essential
to take necessary action to bridge the gap between the present
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resources and the estimated future needs. Future action should be
planned for both short term and long term to include:
{1} Better job descriptions and human profiles.
{2} A hard look at the recruitment and selection policy.
{3} A scheme for assessing performance and potential of
individuals. {4} An examination of the current training and
training schemes for all employees.
{5} An examination of the conditions of employment which would
include pay structure I shift work, working hours, etc.
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INTERPRETATION
1> Do you understand the meaning of Manpower Planning?
a. Yes b. No
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CRITERIA RESPONDENT PERCENTAGE
YES 78 78
NO 22 22
78% resondent is understand the meaning of Manpower Planning
Q2. Does it important to have proper Manpower Planning?
a. Yes b. No
CRITERIA RESPONDENT PERCENTAGE
YES 60 60
NO 40 40
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1 is yes and 2 is no
Q3. Does manpower planning helps the companies in improving
the working quality of the company ?
a. Yes b. No
Q4. Which is the most important element of Manpower Planning ?
a. Manpower Inventory b. Performance App.
c. Assessment
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Q5. Does the company needs to improve the Manpower
Planning Methods?
a. Yes b. No
Q6. Do you want a separate d ivision solely for the purpose of
manpower planning?
a. Yes b. No
Q7. Does the manpower planning division helps in the regular and
consistent growth of the company?
a. Yes b. 8 No
Q8. Does the impor tance of Manpower planning needs to be
explained to the employees of the company also?
a. Yes b. No
Q9. Are you sat is fied with the Manpower Planning used by the
company ?
a. Yes b. No
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Q10. What number and types of employee are present in the
company ?
a. Low Skilled b. Moderate Skilled
c. High Skilled
Q11. Do you considered Manpower Planning as a Strength of your
company ?
a. Yes b. No
Q12. Suggest your suggestion for improvement:
............................................................
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Findings
The modern pharmaceutical industry is a highly competitive non-
assembled global industry. Its origins can be traced back to the nascent
chemical industry of the late nineteenth century in the Upper Rhine Valley near
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Basel, Switzerland when dyestuffs were found to have antiseptic properties. A
host of modern pharmaceutical companies all started out as Rhine-based family
dyestuff and chemical companies e.g. Hoffman-La Roche, Sandoz, Ciba-Geigy
(the product of a merger between Ciba and Geigy), Novartis etc. Most are still
going strong today. Over time many of these chemical companies moved into
the production of pharmaceuticals and other synthetic chemicals and they
gradually evolved into global players. The introduction and success of penicillin
and other innovative drugs in the early forties institutionalized research and
development (R&D) efforts in the industry. The industry expanded rapidly in
the sixties, benefiting from new discoveries and a lax regulatory environment.
During this period healthcare spending boomed as global economies prospered.
The industry witnessed major developments in the seventies with the
introduction of tighter regulatory controls, especially with the introduction of
regulations governing the manufacture of generics. The new regulations
revoked permanent patents and established fixed periods on patent protection
for branded products, a result of which the market for branded generics
emerged.
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Suggestion and Recommendations
Complex mathematical methods: Large organizations with a
long history of HR planning are l ikely to employ these methods.
One such method, multiple regressions, uses several factors that
correlate with tabor demand to forecast future demand. Examples of
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such factors include sales, profits, capital investment, and gross
nat ional product . Historical data are used to derive an equation
describing the relationships of these factors to employment levels;
then current or predicted values of the factors are inserted into the
equation predict future demand.
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Conclusion
Industrial licensing has been abolished for all drugs, formulations and
drug intermediates except for the five drugs which are reserved for public
sector. Moreover, price controls have been waived for a period of five years for
drugs which have been developed indigenously there is a price controls under
DPCO, still a majority of drugs in the market are not regulated and the price rise
during this period is still considered to be minimal. In short, while the DPCO
has evolved in a step-by-step ad hoc fashion, it has managed to strike a rough
balance between regulating prices to ensure adequate access to essential
medicines for the rural and urban poor, while allowing the emergence of a
globally competitive Indian domestic drug industry. The new research
environment has added important new elements to the risk environment of
pharmaceutical research as a by-product of the dramatic exploration of entirely
new areas of application. Manufacturers that venture into new territory are less
certain of what they will find and less confident of what it will be worth when
they find itthey face new uncertainties over both supply and demand.
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BIBLIOGRAPHY
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Human Resource Management
by T.N. Chhabra
Personnel Management
by Arun Monappa Mirza Saiyadai
Human Resource Development and Training
by Dr. K. S. Anandaram
Management of human resource
by Ghosh P
Notes by Mr. Krishna Murthy
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Appendix
List of Indian Companies having Type-II (Active) DMF filingTable : 25 List of Indian Companies having Type-II (Active) DMF filing
DMF HOLDER LOCATION NO. OF DMF
ALCHYMARS ICM SM PRIVATE LTD TAMIL NADU, INDIA. 1
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ALCON BIOSCIENCES PVT LTD GUJARAT, INDIA. 1
ALEMBIC LIMITED (API DIVISION) GUJARAT, INDIA 22
ALKALI METALS LTD HYDERABAD, INDIA. 1
ALKALOIDS CORP ANDHRA PRADESH, INDIA. 1ALKEM LABORATORIES LTD GUJARAT STATE, INDIA 1
ALPEX INTERNATIONAL PVT LTD ANDHRA PRADESH, INDIA. 3
AMOLI ORGANICS PVT LTD GUJARAT, INDIA 2
ANDHRA SUGARS LTD ANDHRA PRADESH, INDIA. 2
ANJAN DRUG PVT LTD TAMIL NADU INDIA 1
ANTIBIOTICOS SPA CHENNAI, INDIA. 1
ANUH PHARMA LTD MAHARASHTRA, INDIA 2
APICORE LLC GUJARAT, INDIA FOR APICORELLC
1
APOTEX PHARMACHEM INC ANDHRA PRADESH INDIA 3
APOTEX PHARMACHEM INC GUJARAT, INDIA. 2
APOTEX PHARMACHEM INC BANGALORE, INDIA 5
ARCH PHARMALABS LTD MAHARASHTRA, INDIA. 1
ARCH PHARMALABS LTD HYDERABAD, INDIA. 4ARTEMIS BIOTECH HYDERABAD, INDIA. 1
ASENCE PHARMA PVT LTD GUJARAT, INDIA 1
ASIAN HERBEX LTD ANDHRA PRADESH, INDIA 1
AURO LABORATORIES LTD MAHARASHTRA INDIA 1
AUROBINDO PHARMA LTD ANDHRA PRADESH, INDIA. 119
AVENTIS PHARMA DEUTSCHLAND GMBH GUJARAT, INDIA 1
AVON ORGANICS LTD MAHARASHTRA, INDIA. 3
BASIC PHARMA LIFE SCIENCE PVT LTD GUJARAT, INDIA. 3
BELCHER PHARMACEUTICALS INC MAHARASHTRA, INDIA. 1
BENZOCHEM LIFESCIENCES PVT LTD BOISAR, INDIA 6
BIOCON LTD BANGALORE, INDIA. 16
CADILA HEALTHCARDE LIMITED PADRA (GUJARAT), INDIA 61
CADILA PHARMACEUTICALS LTD GUJARAT, INDIA. 28
CALYX CHEMICALS & PHARMACEUTICALSLIMITED MAHARASHTRA INDIA 6
CENTAUR CHEMICALS PVT LTD MAHARASHTRA, INDIA. 2
CIPLA LTD MAHARASHTRA, INDIA 115
CIPLA LTD BANGALORE, INDIA.
CIPLA LTD BOMBAY, INDIA.
CIPLA LTD MAHARASHTRA, BANGALORE,MUMBAI AND VERNA GOA,INDIA.
CIPLA LTD KURKUMBH, INDIA.
CIPLA LTD KURKUMBH, BANGALORE,PATALGANGA, VIKHROLI, INDIA
CIPLA LTD RAIGAD, INDIA.
CONCORD BIOTECH LIMITED AHMEDABAD, INDIA. 5
COVALENT LABORATORIES PRIVATE LTD ANDHRA PRADESH, INDIA 1
CTX LIFE SCIENCES PVT LTD GUJARAT, INDIA 3
DABUR INDIA LTD NADIA WEST BENGAL INDIA 9
DISHMAN PHARMACEUTICALS AND CHEMICALPVT LTD
AHMEDABAD, INDIA. 4
DIVIS LABORATORIES LIMITED ANDHRA PRADESH INDIA 33
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QUESTIONNAIRE
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Name:
..
Age/Sex........................................................................................
......
Address/Mob.................................................................................
......
Q1. Do you understand the meaning of Manpower Planning?
a. Yes b. No
Q2. Does it important to have proper Manpower Planning?
a. Yes b. No
Q3. Does manpower planning helps the companies in improving
the working quality of the company ?
a. Yes b. No
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Q4. Which is the most important element of Manpower Planning ?
a. Manpower Inventory b. Performance App.
c. Assessment
Q5. Does the company needs to improve the Manpower
Planning Methods?
a. Yes b. No
Q6. Do you want a separate d ivision solely for the purpose of
manpower planning?
a. Yes b. No
Q7. Does the manpower planning division helps in the regular and
consistent growth of the company?
a. Yes b. 8 No
Q8. Does the impor tance of Manpower planning needs to be
explained to the employees of the company also?
a. Yes b. No
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Q9. Are you sat is fied with the Manpower Planning used by the
company ?
a. Yes b. No
Q10. What number and types of employee are present in the
company ?
a. Low Skilled b. Moderate Skilled
c. High Skilled
Q11. Do you considered Manpower Planning as a Strength of your
company ?
a. Yes b. No
Q12. Suggest your suggestion for improvement:
............................................................