1 manpower planning

8/13/2019 1 Manpower Planning

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Recruitment & Selection

Performance Management Compensation & Benefts

Learning & Development

Employee Relations

Career Management

Talent Management & Succession Planning

manpower planning


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01Manpower planningIntroduction

Purpose

Benefits

Framework

A1.1 Guidelines on manpower planning

A1.2 Alternative methods of manpower planning

Atlas Sound & Vision Pte Ltd

TME Systems Pte Ltd

APPENDICES

case stoRies

[ 02 ]

[ 02 ]

[ 03 ]

[ 04 ]

[ 16 ]

[ 23]

[ 29 ]

[ 31]


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Tools

And

Templatesclick to download

( internet connection required )

T1.1 MANPOWER REQUIREMENTS

T1.2 MANPOWER COST ANALYSIS (SAMPLE)
http://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsx


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manpower

planning


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02

IntroductionManpower planning is the process of assessing current

workforce capabilities, demographics and work processes;

determining future workforce requirements; identifying gaps

and implementing solutions to bridge the gaps.

PurposeThis policy establishes the guidelines to plan for the

appropriate type and number of employees, avoiding the

cost of overstafng or understafng.

MANPOWER PLANNING - INTRODUCTION & PURPOSE

Copyright 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.

For start-ups, the typical steps in a manpower planning process may

not apply. Such companies are advised to try alternative manpower

planning techniques.

Please refer toA1.2 Alternative methods of manpower planning.


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MANPOWER PLANNING - BENEFITS 03


The outcomes of this process will enable companies to better

recruit and select the right people. At the same time, companies will be able to

establish effective learning and development plansfor its staff. Last but not least,

a well thought through manpower plan will enable companies to better strategise

its career management plans to develop and groom employees to full their

manpower needs.

BENEFITS

Manpower planning is key to theimplementation of a companys business

strategy. It enables the company to recruit

and retain the right mix of people it requires

to support its business needs. At the same

time, it will serve to pre-empt problems of

manpower surplus and shortage. Manpower

costs may be lower because management

can anticipate imbalances before theybecome unmanageable and expensive.

A structured manpower planning process

allows a company to understand the effort

needed for the different activities in each

unit, section or department. It ensures that

a company has the right mix of skills and

the optimal number of people to do the

work, leading to more efcient utilisation of

workforce. Management can better explore

alternative stafng options other than

permanent staff, for example, employment

of part-timers and re-employment of older

employees.

Manpower planning also providesmanagement with a good perspective of

how anticipated changes in the business

will impact manpower requirements and

allows time to locate the right talent to ll

existing and forecasted gaps.

Manpowerplanningiskeytotheimplementationofacompanysbusinessstrategy.


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04

manpower

planning

frameworkThe manpower planning framework allows a companys Human Resource

Department to develop an action plan for the organisations present andfuture manpower requirements in response to business needs.

MANPOWER PLANNING - MANPOWER PLANNING FRAMEWORK



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05

[A]

FORECASTING

FUTURE

BUSINESS

REQUIREMENTS

[B]

DETERMINING

MANPOWER

REQUIREMENTS

FOR THE YEAR

[C]

DETERMINING

MANPOWER

COSTING

[D]

DEVELOPING

ACTION PLAN

TOOLS /

TEMPLATES

APPENDICES /

REFERENCES

STEPS IN

PROCESS MAP

[A1.1] Guidelines formanpower planning

Steps 4, 5[T1.1] Manpower

requirementstemplate

[A1.2] Alternativemethods of manpower

planning

[T1.1] Manpowerrequirements template

Steps 6, 7[T1.2] Manpowercost analysis

Budgets

Performance targetand standards

Guidelines on:

- Recruitment and selection- Learning and development- Career management- Compensation & benets- Performance management

Step 8

Business plan Steps 1, 2, 3

Figure 1-1: Manpower planning framework


http://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/pdf/2_Recruitment_and_Selection.pdfhttp://www.hrcapability.sg/toolkit/pdf/5_Learning_and_Development.pdfhttp://www.hrcapability.sg/toolkit/pdf/6_Career_Management.pdfhttp://www.hrcapability.sg/toolkit/pdf/3-Comp_and_Ben.pdfhttp://www.hrcapability.sg/toolkit/pdf/4_Performance_Management.pdfhttp://www.hrcapability.sg/toolkit/pdf/4_Performance_Management.pdfhttp://www.hrcapability.sg/toolkit/pdf/3-Comp_and_Ben.pdfhttp://www.hrcapability.sg/toolkit/pdf/2_Recruitment_and_Selection.pdfhttp://www.hrcapability.sg/toolkit/pdf/6_Career_Management.pdfhttp://www.hrcapability.sg/toolkit/pdf/5_Learning_and_Development.pdfhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsx


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06

1 2 3 8

4

5 6 7

Determine manpowerand skill sets neededin order to meet

objectives

Forecastbusinessrequirements

Conduct manpoweranalysis; obtain gapinformation between currentand desired staff strength(T1.1 Manpower Requirement)

Dene strategicdirection of theorganisation

Submit plan formanagementapproval

ApproveManpower plan,hire if required

Cascade targetsto departmentlevel

Complete manpower costanalysis, include plan withskill sets required from staffto meet business objective(T1.2 Manpower Cost Analysis)

Figure 1-2: Manpower planning process map


START END

http://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsx


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07MANPOWER PLANNING - MANPOWER PLANNING FRAMEWORK

Process Owner:

This exercise is conducted on an annual basis

during the annual business planning and

budgeting exercise.

Management will determine the business

objectives and growth forecast for the year and

subsequent years, where applicable. Examples

of these objectives include:

Increase annual turnover from $X to $Y

Increase demand for product A by 20%by forming partnerships with overseas

distributors

Scale down retail operations to focus on

core competencies such as marketing and

distribution management

[A]

FORECASTING

FUTURE

BUSINESS

REQUIREMENTS

LeadingManagement

SupportingHeads of Department (HODs)


The following considerations should be noted during this process as thiswill impact future needs:

Sales and production forecasts

Seasonal variations

Manpower budget

Timeline for acquiring or developing human resources

Number of employees

Mix of casual, permanent and contract positions


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Based on the objectives set by management, the HODs, in conjunction

with the immediate supervisors will set targets for their respective

division, department and/or function. This forms the basis for determining

manpower requirements for the year.

An example of a target for an F&B company would be to

achieve a 10% increase in monthly sales for a particularrestaurant outlet.

EXAMPLE

Changes in the division/department structure (i.e. newly created

functions/sections/units and streamlined functions resulting in

consolidated, eliminated or expanded sections or units)

Employee productivity rates and use of technology or equipment

that enhances productivity/efciency resulting in reduced manpower

requirements

Changes in employment practices (i.e. use of subcontractors or agency

staff, substitution and simplifying tasks/work processes)

Changes in government policies (i.e. MOM quota on foreign workers

and investment incentives)

Short-, mid- and long-term requirements

Existing and required talent pools

Existing and required competencies

Succession planning

Job levels


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09

The HODs are responsible for determiningmanpower requirements for the year ahead to

achieve the target established. The HODs should

work with supervisors during this process.Process Owner:

Leading

Heads of Department(HODs)

Supporting

Human ResourceDepartment (HR)

[B]

DETERMINING

MANPOWER

REQUIREMENTS

FOR THE YEAR

The HR department is responsible for overseeing

and facilitating the annual manpower planning

process by providing the HODs with guidelines

and templates including payroll budget, salary

ranges, manpower requirements template.

Please refer toT1.1 Manpower Requirements,for a sample of a manpower

requirements template.


1

step

2

step

3

step

4

step

Dene current activities for each

department

Estimate the future staff and man-

hours required for Executives and Non-

Executives

Forecast possible loss of existing staff

during the year through retirement,

resignation and transfers

Determine number of people to recruit,

redeploy, train and promote during

the year

The typical steps in the manpower planning

process are:

http://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsx


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The plan should remain exible and take into account both micro and

macroeconomic considerations. You may need to consider:

Factoring in sales and production forecasts, manpower budget and

timeline for training and developing employees.

Recruiting different types of workers, other than full-time and

permanent staff, to meet the varying demand pattern over time. For

a restaurant, this may include hiring part-time waiters to supplement

full-time crew during a busy weekend period.

Employing workers across more than one function. To increase

productivity, a waiter may also be assigned to help out with kitchen

preparation during off-peak hours. Factor in expected changes in

productivity when estimating future activity time.

Responding to labour supply conditions.

Responding to changes in government policies such as foreign

manpower policies and investment incentives.

Please refer toA1.1 Guidelines on Manpower Planningfor step-by-step instructions on determining manpower requirements and

T1.1 Manpower Requirementsfor a template.

For example, investment in automation will help

decrease certain activity time.

EXAMPLE

For example, when the unemployment rate is low,

competition in the labour market will intensify and

companies may experience higher employee turnover.

EXAMPLE

http://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsxhttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.1%20-%20Manpower%20requirements_091012.xlsx


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The departments projected manpower cost for the

year is determined by the calculation of current,

along with projected manpower costs. These

include existing employment costs, estimated

salary increments, and statutory payments for the

following year along with projected increases of

headcount by job level.

Process Owner:

LeadingHeads of Department(HODs)

Supporting

Human ResourceDepartment (HR)

[C]

DETERMINING

MANPOWER

COSTING

The HODs are responsible for determining the

cost implications of the forecasted manpower

requirement of his department.

Head count is the total number of permanent and

contract staff that the department is expected to hire

based on manpower requirements.

Total salary costrefers to gross salary inclusive of

overtime payment, allowances, annual bonus andincentive payments.

Total benets costrefers to employee benets such

as medical insurance, annual leave, holiday subsidy,

etc.

Total statutory payments include CPF, Skills

Development Levy and Foreign Worker Levy.

Total current employment costis the sum of total

salary cost, total benet cost and total statutory

payments paid by the company for the current year.

Average cost per employee is the calculation of

total employment cost divided by all employees

within each job category.

Projected cost increment refers to the percentage

increment for all current staff for the following year.

The aggregate sum of the total projected manpower

cost is derived from the following components:

1

2

3

4

5


6

7


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The HOD is responsible for justifying forecasted manpower requirements

and projected manpower cost when presenting to Management for

approval.

Net benet of the proposed manpower plan should be evident from the

increased productivity of employees and the consequent improved

performance of the department. You may consider some of the following

measures to determine the net benet:

Management will review the manpower

plan and evaluate the net benet it isexpected to bring to the company. If

the manpower plan is deemed to be

inefcient, Management may implement

supplementary measures such as process

redesign, train ing and automation to

improve productivity. The estimated future

man-hours required may decrease as a

result of increased productivity.

Employment cost per unit of output

Sales per employee

Amount of product handled per man hour


Projectedmanpowercostdependsonfactorslikeheadcount,totalsalaryco

st,andtotalstatutorypayments.

Projected average employment cost per employee for the following year

is the sum of the total current employment cost for all employees divided by

current head count.

Projected total head count refers to the increase (or decrease) in head

count based on business needs.

Projected total employment costis the multiplication of projected headcount

for the following year with the projected average expected employment cost

per employee.

8

9

10

Please refer toT1.2 Manpower Cost Analysisfor an example of manpower

costing computation.
http://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xlshttp://www.hrcapability.sg/toolkit/tools_n_templates/1/T1.2%20-%20Manpower%20cost%20analysis_091012.xls


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Process Owner:

LeadingManagement

Supporting

Human ResourceDepartment (HR)Heads of Department(HODs)

[D]

DEVELOPING

THE ACTION

PLAN

After the manpower plan has been approved by

Management, the HOD will work with HR to full

the manpower requirements. Here are some

methods of doing so:

Recruitment and Selection

Identifying ways and channels to recruit new hires.

Career ManagementLook within the organisation to nd suitable

candidates and deploy them to work in new areas.

Job Redesign

This refers to enhancing the scope of an employees

job to provide an opportunity for the individual to

offer more value add in his scope of work. This

could include the provision of end-to-end services.

1

2

3


Refer to Recruitment and Selection Module for

more details.

Refer to Career Management Module for

more details.

In the Hotel industry, it is

increasingly common for the guest

relations ofcer to double up as a

concierge or to assist in the Food

and Beverage department.

EXAMPLE
http://www.hrcapability.sg/toolkit/pdf/2_Recruitment_and_Selection.pdfhttp://www.hrcapability.sg/toolkit/pdf/2_Recruitment_and_Selection.pdfhttp://www.hrcapability.sg/toolkit/pdf/6_Career_Management.pdfhttp://www.hrcapability.sg/toolkit/pdf/6_Career_Management.pdfhttp://www.hrcapability.sg/toolkit/pdf/2_Recruitment_and_Selection.pdf


18/36Copyright 2012 SPRING Singapore and Singapore National Employers Federation. All rights reserved.

7

6

Learning and Development

Prepare existing employees for new responsibilities by offering on the job orother internal/external trainings. Collaboration with similar organisations may

also be considered to reduce the cost incurred for specialised training.

Restructuring

This is a long-term strategy that involves the reorganising of work units to

leverage on synergies. There may be a need to reduce workforce over time by

redeployment or attrition.

OutsourceNon-strategic and non-core competencies can be outsourced to external

organisations (e.g. cleaning, security services, IT, payroll, warehousing).

Other options

Company can choose to tap on contract staff and/or interns from tertiary

institutions to meet temporary or short-term needs for increased manpower.

A permanent role for an employee on a part-time basis (


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Appendices


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16MANPOWER PLANNING - GUIDELINES ON MANPOWER PLANNING

A 1.1GUIDELINES

on manpower

PLANNINGStep 1:Dene current activities for each departmentStep 2: Determine the current annual man-hours

required for Executives and Non-Executives

Step 3:Dene future activities for each department

Step 4:Estimate the future man-hours required

Step 5:Forecast losses of existing staff during the year

Step 6: Determine number of people to recruit andpromote during the year



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Develop a complete list of current activities for the department. These activities

may be categorized into transaction-type activities (i.e. very repetitive,

standard procedures and duration) and non-transaction-type activities (i.e.

less repetitive and non-standard).

Figure 1-3: Manpower requirements sample (Step 1)

STEP 1:


Manpower requirements -

Department:

Transactiovolume

yeaExecutiv

and Non-Executive

abov Non-Transaction type1No. of invoices2No. of payments to local3Issuing debit4No. of petty cash5No. of credit note6No. of journal vouchers

Non-transaction type

7Sales interface8Management9Cash position

1 Others (Project Total

Gap/surplu

Man-hours required perActivity time

Future headcount

Current

Final

Loss through resignation

Loss through transfer

Loss through retirement

For each division/ department/ function and job level,all activities and categorise into transaction or

transaction


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For transaction-type activities, record the following:

For non-transaction type activities, man-hours required in a year may

be calculated in the same way, if activity time is quite standard and the

transaction volume may be estimated accurately. In some cases (e.g. one-off

projects), allocate a reasonably estimated man-hour number for the activity.



The estimated transaction volume/frequency in the current year

The activity time (in hours) of Executives and Non-Executives required

for each transaction

Multiply the transaction volume and activity time to get the total numberof man-hours required in a year.

STEP 2:


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In the same way, develop a complete list of activities for each department.

Newly planned activities are included in the list.


STEP 3:



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Like current man-hours, the future man-hours required for both Executives

and Non-Executives are determined by multiplying the transaction volume and

activity time for transaction-type activities and by allocation of a reasonably

estimated man-hour number for non-transaction type activities.

Any changes in productivity level should be reected in the estimation (e.g.

change to activity time or transaction volume).


STEP 4:




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Existing Executives and Non-Executives may be lost due to resignation,

retirement or transfers to other departments.

The resignation rate, retirement rate and transfer rate during the year isestimated. Multiply them with the current headcount to get an estimated loss

of staff during the year.

STEP 5:




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Establish the effective hours in a man-day (excluding meal hours and breaks).

Establish the number of working days in the year by deducting the number

of days of public holidays, rest days and non-working days, annual leave,

estimated sick leave, other applicable types of leave and training days. Multiplythe result with the effective hours per day to get the effective working hours in

a year.

Divide the future man-hours required by the effective hours in a year to get a

future headcount needed.

Deduct the current headcount against future required headcount. Add the

forecasted losses during the year. The resulting number is the nal gap (i.e. the

headcount that has to be recruited or promoted/transferred in during the year).

STEP 6:




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23MANPOWER PLANNING - ALTERNATIVE METHODS OF MANPOWER PLANNING

A1.2

Alternative

Methods of ManpowerPLANNING

The usual manpower planning process may not apply to start-ups or

companies with limited number of employees. Such companies may refer

to benchmarks used within their industry to estimate their manpowerrequirements.



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TREND ANALYSISThis approach involves studying the variation of employees over the

last few years in each department (e.g. Sales, Projects, Finance, IT,

Marketing). The company may wish to look at the number of employees

in each department over the past 3-5 years, or the number of employees

in each subgroup at the end of each year over a 3-5 year period. This is

done to identify trends that may continue into the future.

1

24

Elements such as sales volume changes and productivity

enhancements may also affect stafng gures.

NOTE


MANPOWER PLANNING - ALTERNATIVE METHODS OF MANPOWER PLANNING

Thereareseveral

methodsof

determiningmanpower

requirementsavailable.


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25



3 BUSINESS UNIT FORECASTINGThis approach is done by HR meeting up with supervisors and managers

to come up with an estimate for the manpower requirements of the

company for the upcoming year. This may involve managers using unit

or trend forecasting to derive the estimates.

RATIO ANALYSIS

This approach is done by making forecasts based on the ratio between

a causal factor (e.g. sales volume) and manpower required for the work

to be done (e.g. number of sales staff).

Example:

If it takes 20,000 man hours to complete a specic project, completing thisproject within 6 months (or 180 days), will require a minimum of 14 staff to beon this project for an average of 8 hours per day. In this scenario, historical

values are used as a sample to plot estimated manpower requirements.

REQUIRED TO COMPLETE 20,000 MAN HOURS IN 180 DAYS

NO. OF HOURS PER DAY = 8 HRS

MIN. NUMBER OF STAFF = 14(188)

20,000

2

Factors such as sick leave, rest days, non-working days, public

holidays and training days have to be taken into consideration.

This approach does not take into consideration enhancements

in productivity and extra hours put in by employees.

NOTE


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26

FUNCTION KPI GUIDELINE

HR*

HR full-time equivalent

employees (FTEs) toemployee ratio

SALES

ALL

Sales per person

Ratio of full time staff topart-time staff, temporarystaff, interns

Fewer than 100 3.03

100 to 249 1.36

250 to 499 1.01

500 to 999 0.98

1,000 to 2,499 0.87

If the company wants to achieve asales target of $1 million and salesrevenue per person is estimatedto be $0.25 million, then number ofsales people required is 4.

For companies that have seasonalvariations in manpower requirement,temporary staff and interns may beused during peak periods.

Here are some widely accepted ratios for a selection of functions that may be considered

when planning for manpower requirements:

*Source: SHRM Human Capital Benchmarking Study 2009



If a company has a total

staff of 823, the number of

HR personnel would be

(100)

823 x 0.98 8

NOTE

To use as a guide

especially if


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27

INDUSTRY KPI POSSIBLE CONSIDERATIONS

ProfessionalServices, Sales,

Real Estate,Manufacturing

Revenue per employee

Retail

Food andBeverages

Number of customersto serve

Number of tables perwait staff

If the target revenue is $5 millionand on an average an employeegenerates $1 million revenue peryear, then number of employeesrequired will be 5.

Depends on whether the

retail environment is a high-touch or low-touch one, toconsider the following options:

- Ratio of number of servicestaff to customer (e.g. HighTouch 1:1, Low Touch 1:5)

OR

- Number of service staff

responsible per square feetof retail space (e.g. High Touch 1 staff per 300 square feet, LowTouch 1 staff per 1000 square feet)

Depending on the quality of serviceprovided and type of cuisineoffered, an employer may chooseto have a ratio of wait staff to tablesin a restaurant.

Minimum

1 server per 3 tables

Optimum

1 server per 2 tables

Premium

2 to 3 servers per 3

tables



EXAMPLE

For a sit-down dinner

for 10 people:


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case

stories



ATLAS SOUND & VISION PTE LTDFast Facts:

Year of Incorporation: 1963

Staff Strength: 100

Industry Focus: Retail

Sales Turnover: S$20-S$50 Million


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30MANPOWER PLANNING - CASE STORIES


After attending the manpower planning

training workshop, Atlas used the

manpower requirement template for

manpower planning on its retail and projectteams to ascertain the effectiveness of

the Toolkit. Through experience, Atlas has

found the manpower planning template

more applicable for jobs that are more

transactional and predictable in nature.

Benets of using the HR Toolkit

The use of this template has helped themanagement of Atlas better understand

the job activities of each individual.

This knowledge has helped Atlas to

improve the recruitment and selection,

and performance management for new

employees. With a better understanding

of how to use the template, Atlas will now

use it to evaluate the work done by its

Finance team and to see how technology

can be used to reduce the workload of

some of its executives.

Background of company

Atlas Sound & Vision is a reseller and

distributor of premium audio and visual

products within Singapore, and has a staffstrength of 95 in Singapore, 30 in Malaysia

and 5 in Australia. Incorporated in 1962,

they have seen rapid growth in both their

revenue turnover and headcount over the

past decade with a combination of strong

leadership and the foresight to capitalise

on business opportunities.

Self-implementing the manpower

planning framework

Prior to the implementation of the

HR Capability Toolkit, Atlas, like

most companies in its initial phase of

development, did not have a clearly dened

approach to manpower planning. Its

organisation structure was unstructured,

and existed to serve the business needs

of the company. Manpower planning was

based on industry and competitor norms

and supplemented with each business

units manpower requirements.

Atlas Sound &

Vision Pte Ltd



TME Systems Pte LtdFast Facts:

Year of Incorporation: 1986

Staff Strength: 20 (At HQ Level)

Industry Focus: IT Engineering

Sales Turnover: S$5-S$20 Million


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32MANPOWER PLANNING - CASE STORIES

TME Systems Pte Ltd

During a deep-dive study of TMEs

manpower needs, the company realised

that they were facing challenges due to

a lack of HR resources. The absence of

business forecasting for each division

also revealed the reason for challenges in

ascertaining its manpower requirements.

A manpower audit also revealed their

shortage of senior positions critical

to leading its day-to-day operations.

TME took up the recommendations made

by the consultant and customised the

templates in the HR Capability Toolkit to

meet their specialised business needs.This helps each division to better plan for its

resources needs. The better management

of workload for its employees has resulted

in a lower attrition rate compared to

previous years, and has given the company

the condence to come up with an

improved set of recruitment and selection

procedures to improve the suitability andquality of new employees to TME.

Background of company

TME Systems Pte Ltd Singapore was

established in 1986 and specialises in

automation testing and measurement

solutions for high tech products. Its

core capabilities are in the distribution

of world-class cutting edge technology

products, industrial automation

solutions, education trainer solutions

and test and measurement solutions.

Issues faced by company

Manpower has always been a key

concern for TME as its employees

have to go through rigorous training tospecialise in the niche areas that the

company operates in. Due to the heavy

investment in training, it has been a costly

endeavor whenever an employee leaves

the organisation as TME would have

to devote resources in training a new

employee. This problem is exacerbated

by a lack of dedicated HR resources toaddress the attrition issues.

Better manpower planning through

the HR Toolkit

TME worked with SNEF Consultants

to better ascertain its manpower gaps

and to better plan its manpower needs.

1 manpower planning

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