manpower planning unit 3
TRANSCRIPT
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 1/30
Human Resource Planning/Manpower Planning
³If you wish to plan for a year sow seeds
If you wish to plan for ten years plant treesIf you wish to plan for a life time develop men´
HRP is a process of ensuring the right number
and kinds of employees, at right places, at right time,capable of effectively and efficiently completing thosetasks that help the organization to achieve its goals
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 2/30
Human Resource Planning/
Manpower Planning
HRP is a systematic effort that comprises
three key elements-
Workforce forecast
Manpower assessment
Staffing programme
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 3/30
Human Resource Planning/Manpower Planning
According to Stainer HRP is a strategy for
acquisition , utilization, improvement andpreservation of an enterprise¶s human
resources. It is a way of dealing with people
in a dynamic situation.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 4/30
Objectives of HRP
To link HRP with organizational planning
To ensure the optimum use of human resourcescurrently employed.
To access or forecast future skills requirements
To provide control measures to ensure that
necessary recourses are made available as andwhen required.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 5/30
Objectives of HRP
To determine recruitment levels.
To anticipate redundancies and avoid unnecessarydismissals.
To determine optimum training levels.
To provide a basis for management development
programmes. To deploy the manpower in new projects.
To decide whether certain activities need to be
subcontracted.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 6/30
Steps in HRP1. Preparation of long term plans of the organization
2. Breaking the long-term plans into annual plans
3. Deciding on the manpower requirements every year,keeping in view the long term plans
4. Conducting manpower audit to find out thepromotability of existing employees to higher levelswhenever vacancies exits.
5. Detailing out manpower requirements (positionwise) for the coming year on the basis of abovesteps
6. Initiating recruitment and promotions.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 7/30
Benefits of HRP Reduce labor costs associated with attrition.
Reduce recruiting & replacement costs.
Focus training resources appropriately.
Increase the ability to take advantage of new
business opportunities.
Improve employee morale & satisfaction
Control rapid expansion or reduction in workforce.
Monitor staffing and retention policies.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 8/30
(1) Forecasting Future Human Resources Needs:
Organizational goals and objectives serve as a starting
point for forecasting human resources needs.The demand for labour is derived from the demand for
an organization's goods and services.
HRP should be focused on long ±range plans of the
organization rather than short ±term replacement needs.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 9/30
The Human Resource Planning Process
(2) Projecting Human Resources Supply:
Projections are estimates of the number and kinds of
employees that can be expected to constitute an
organization µs workforce at some future point in time.
Projections are based on a careful assessment of an
organization's current supply, plus consideration of
Employee movement into, through, and out of
organizations.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 10/30
The Human Resource Planning Process
(3) Comparing Forecast Needs with Projection Supply:
The third step is to compare the forecast needs for
human resources with the projections of internal
supply. By subtracting the projected supply from the
forecast needs, planners can determine an
organization's net employee requirements for a future
point in time.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 11/30
The Human Resource Planning Process
(4) Planning Policies and programmes:
After net employee requirements determined, planners
generate and evaluate alternative resources policies and
programmes designed to handle anticipated shortages
and surpluses.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 12/30
The Human Resource Planning Process
(5)Evaluating HRP Effectiveness:
After net employee requirements determined, planners
generate and evaluate alternative resources policies and
programmes designed to handle anticipated shortages
and surpluses. Evaluating in terms of costs and benefits
is difficult. Though planning has definite costs, its
benefits are more intangible and difficult to measure.
An obvious measure of planning effectiveness is how well
human resource needs are anticipated and met.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 13/30
Human Resource Forecasting Techniques
Demand Forecast :It is the process of estimating the future quantity andquality of people required. The basis of forecast isannual budget, long ±term corporate plans. Theseare translated into activity levels for each functionand department . Several factors which affect theforecasting are categories as -
External Factor- Economic climate, competition,
change in technology etc.Internal factor- Budget constraints, productivity
levels, new products and services etc.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 14/30
Human Resource Forecasting Techniques
Supply Forecast :HR demand analysis provides the management with
means of estimating the number and kind of employees
that will be required. The next logical step is to
determine whether it will be able to procure the requiredno. of personnel and the sources of such procurement.
This information is provided by supply forecasting.
Supply forecasting measures the number of people likely
to be available from within and outside an organizationafter making allowance for absenteeism, employee
turnover and changes in working hours, working
conditions etc.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 15/30
Human Resource Forecasting Techniques
Judgment & Experience :
This technique is used in smaller companies.
Managers of the various units of the business
,make estimates of future manpower needs by judgmentally converting information on short
term future business activity into numbers and
types of people needed.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 16/30
Human Resource Forecasting Techniques
Raito-trend Analysis :
This is quickest forecasting technique.
This technique involves studying past ratios,
between the number of workers and sales inorganization and forecasting future ratios,
making some allowance for changes in the
organization or its methods.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 17/30
Human Resource Forecasting Techniques
Work Standard Data :Comprehensive sets of data for man-hours or
units to perform various productivity tasks are
being set as work standard by organizations.
For each dept. the projected units of output are
converted into man-hours, man-days and
number of employees by applying the
established time standard.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 18/30
A Successful HRP requires
a joint effort by the Human
Resource Department andthe operating mangers of
the organization.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 19/30
Employee Recruitment
Recruitment is the development andmaintenance of adequate manpower sources. It involves the creation of a pool
of available human resources from whichthe organization can draw when it needsadditional employees. Recruiting is theprocess of attracting applicants with
certain skills , abilities and other personalcharacteristics to job vacancies in anorganization.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 20/30
Employee Recruitment
The function of recruitment is to locate the
sources of manpower to meet job
requirements and specifications.
Recruitment forms the first stage in the
process which continues with selection
and ceases with the placement of
candidates.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 21/30
Employee Recruitment
Most organizations use a mixture of
internal and external sources ±promoting
from within when qualified employees are
available and recruiting from external
sources when new skills are needed or
growth is rapid.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 22/30
Recruitment Process
1. Define the job
2. Establishing the person profile
3. Making the vacancy known4. Receiving and Documenting Applications
5. Designing and using the Application form
6. Selection
7. Notification and final checks
8. Induction.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 23/30
Recruitment Philosophy
The key issues in recruitment philosophy are:
Whether to promote employees from within
the organization or to hire from outside for various vacancies at all levels.
Whether the emphasis will be merely filling
of vacancies or hiring employees for long
term careers.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 24/30
Sources of Manpower Supply
Internal Sources relate to the existing
working force of the enterprise.
External Sources relate to the employmentexchanges, colleges, institutes, and
universities.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 25/30
Employee selection
Individual differ in their ability to perform the
different types of activities. They differ in
their physical characteristics, intelligence
and intellectual aptitudes etc. Because of
these large differences in human abilities,
proper selection is very important in an
organization.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 26/30
Employee selection
Recruitment is selling the idea that a
particular organization is a better place to
work than a competitive organization.
Selection is basically staffing the people at
right places according to their
competence.
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 27/30
Employee selection Process
1. Initial Screening interview
2. Completion of the application form
3. Employment Tests4. Comprehensive Interview
5. Background Interview
6. Physical Examination7. Final Employment Decision
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 28/30
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 29/30
8/8/2019 Manpower Planning Unit 3
http://slidepdf.com/reader/full/manpower-planning-unit-3 30/30