Manpower planning Introduction Organizations are composed of people (Human Resources) and these people represent one of the

organizations valuable assets. Its supply of human resource must be sufficient to ensure the healthy operations of the organizations. Manpower planning may be regarded as the quantitative and qualitative measurement of labour force required an organization. Manpower planning is considered as a strategy for the acquisition, utilization, improvement and retention of an enterprises human resource. Human resources are utilized to the maximum possible extent in order to achieve individual and organizational goals. An organizations performance and resulting productivity proportionate to the quantity and quality of its human resources. Definitions According to Coleman Bruce, P Manpower planning is the process of determining human resource requirements and the means of meeting those requirements in order to carry out the integrated plans of the organization. According to Giesler Manpower planning is a process by which the firm ensures that it has right number of people, right type of people, at right places, at right time doing work for which they can be economically most useful are

HRP is a double edged weapon if properly used it leads to 1.Maximum utilization of Human Resource 2.Reduced the excess labour turnover. 3.Reduces high job absenteeism 4.Improved productivity, but if not properly used :a. Disputed the flow of work b. Higher cost of product c. Reduced product d. Low job satisfaction e. Constant headache for management

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Need For Manpower Planning The shortage of employees and/or variety of skills despite the problem of unemployment. The changes in organization design and structure affecting manpower demand To adjust rapid change in technology in marketing, management and consequent need for new skill and new class of employees. The demographic changes like changing profile of the workforce in terms of age, sex education etc. The Government policies in respect to reservation, child labour, working conditions etc. To increase smooth supply of workforce without interruption. To increase labour productivity human resource planning is required. There is marked rise in the human resource mobility which has increased the need for human resource planning. To enable the assessment of human resources for future requirements. To affect labour laws affecting demand for and supply of labour.

Process of Human Resource Planning Process of Human Resource Planning involves following steps: 1. Analyzing the Organizational Plans / Business Plans The process of human resource planning should start with Analyzing the organizational plan into, production plan, technological plan, plans for expansion, diversification, marketing plan, sales plan, financial plan etc., It is found that short-run and medium-range plans are easier to formulate with greater precision accuracy than, the long range plans which entail a greater degree of uncertainty. 2. Demand Forecasting A proper forecast of manpower required in the future (say after 1, 2, 3 years and so on) must be attempted. The various skills required to perform the jobs will enable the forecasting of human resource requirement for the organization. Determining the skill needs and fulfilling them in vital aspect of human resource planning. The demand for human resources is forecasted by using some statistical and work study methods and manages opinion. a. Managerial Judgment: Under this method the managers or supervisors who are well acquainted with the workload, efficiency and ability of employees, think about their future workload, future capabilities of employees and decide on the number and type of human resources to be required. This is done by the supervisors concerned who send the proposals to the top official for approval. b. Employment Trends: The manpower planning committee at the corporate level should make an examination of number of employees on the payroll during past 3 to 5 years to know the trend within in each group. For example, rate of absenteeism, rate of labour turnover, rate of accidents, and rate of voluntary retirement of past period may be made known, and accordingly future manpower need may be obtained.

c. Replacement Needs: The need for replacement arises due to death, resignation and Termination of employees. Retirement is the most common type of anticipated separation which gives rise to need for replacement. In the same way, losses from known physical disabilities and for substandard performance can be predicted.

An examination of the number of death, discharge, releases and quits during the last 3 to 5 years may provide a basis for projecting the need for replacement in the future. Another important factor influencing the replacement needs is transfer of some employees to the other department of the organization or promotion of some employees to higher jobs. d. Changing Technology (Technology Forecasting): Technology controls the capital and labour force. Technological break through can be number of operators and increase the quality and output manifold. Forecast of future manpower, obviously depends heavily on future trend in technology. Thus the anticipated change due to introduction of quotation and technology will affect manpower needs in future. The manpower planning experts should attempt to learn about such changes with sufficient time to appraise their possible impact on the number and kind of employees required in the future. e. Growth and Expansion: Another aspect relevant for manpower planning is personnel requirements for growth and expansion of the organization. The expansion plans and division should be carefully reviewed to access their probable effects on number of employees required in each group. f. Work Study: Work Study technique can be used when it is possible to apply work measurement to know how log operations should take and amount of labour required. This is also known as work loan analysis. On the basis of the workload of each plant during the forthcoming years, workforce analysis is done considering the quantum of work activities, skill required, technology adopted etc.

g. Ratio Trend Analysis: Under this the ratios are calculated for the past data relating to number of employees, production level, sales level etc. Future production level, sales level etc. are then estimated on the basis of these past ratios with an allowance for changes in organizational methods and jobs.

3. Current Manpower Inventory The data relating to present human resources inventory in terms of human resources components, number, designation-wise and department should be obtained. The latest devices for providing such information are the Human Resources Information System (HRIS). HRIS is a computer based method for collecting, storing, maintaining, validating HR data. Updating is done at least once in two years. Before updating, employees are encouraged to report major changes if any, in their careers-such as acquisition of new posts, and skills, completion of universities degrees, experience profile seminars attended paper published and the like. Potential Losses This is an estimation of future losses of Human Resource of each department and of entire organization. Potential loss to the organization includes voluntary quit, death retirement, dismissal, lay off, disablement due to ill health and involvement in accident, loss of values, aptitude due to change in attitudes of existing employees towards the job, department and organization. Potential loss to a particular department includes factor like transfer out, promotion/demotion etc.

Potential Gains There will also be addition to the present inventory of Human Resource. Potent ion gains are now hires. Promotion in, transfer in. This addition can be foreseen with the help of surveys, morale study, organization programme etc. Supply forecasting = existing Human Resources Inventory + (potential loss/ potential gain).

4. Matching Demand and Supply. It is one of objectives of human resource planning to access the demand for and supply of human resources and match both to know shortages and surpluses on both the side in kind and in number. This will enable the human resource department to know overstaffing or under staffing.

5. Appraisal Of Manpower Planning After the employment has been made according to the requirements, an appraisal must be made of the effectiveness of manpower planning. Deficiencies in the programme should be pointed out and the analogue of manpower inventory should be updated periodically.