SUMMER TRAINING PROJECT

REPORT
ON
MANPOWER PLANNING
AT
STURA HR
Submitted by:
In partial fulfillment for the award of the degree
MASTER OF BUSINESS ADMINISTRATION
(2012- 2014)

DOON BUSINESS SCHOOL

DEHRADUN

DECLARATION

I hereby that I have worked on the topic DEVELOPMENT MICROMARKET

RISHIKESH THROUGH OFLINE SALES CHANNEL

All the information that has been collected, analyzed and documented for the
project is authentic possession to me.

I would like to categorically mention that the work here has neither been
purchased nor acquired by any other unfair means. The data and information
existing in this report are accurate and update to the current data, to the best
of our knowledge.

However, for this purpose of the project, information already compiled in

many sources have been utilized. I extend my sincere thanks to GIRISH sir,
HR Executive, Harpreet Singh SIR, N.P. ROY Sir & Himanshu sir at BHEL for

their support. All information in this report is true representation of what I

have experienced during the project.

ACKNOWLEDGEMENT
I would like to take this opportunity to express my sincere gratitude to our respected mentor
for her valuable guidance.

I extend my sincere thanks to , MR.GIRISH SIR HR Executive of and my internal guide Mr.S.P
Singh for their support and help in the completion of the project.

I would like to thanks almost everybody at the

office for his/her friendliness and helpful

nature.

With sincere thanks

CERTIFICATE OF ORIGINALITY
(To be filled in by the student in his / her handwriting)

I___________________________________________________________________, Enrolment No.

__________________ of 2012,I am a full-time bona fide student of Post-Graduation Diploma In
Management(PGDM) Program of Doon Business School, Dehradun. I hereby certify that this
training report / project work carried out by me at______________________
__________________________________________________________________________ submitted in partial
fulfillment of the requirements of the program is an original work of mine under the guidance
of the industry guide __________________________________________
and internal (faculty) guide _____________________________________________________ and is not
based on or reproduced from any existing work of any other person or on any earlier work
undertaken at any other time or for any other purpose, and has not been submitted anywhere
else at any time.

(Student's Signature)
Date:

(Internal Guides Signature)

Date:

LIST OF CONTENTS
CHAPTER
TOPICS
1
1.1 INTRODUCTION
1.2 REVIEW OF LITERATURE
1.1 NEED FOR THE STUDY
1.3 OJECTIVES AND LIMITATIONS
1.4 METHODOLOGY
2
2.1 INDUSTRY PROFILE
2.2 COMPANY PROFILE
3
3.1 DATA ANALYSIS AND
4

INTERPRETATION
4.1 FINDINGS AND SUGGESTIONS
BIBILOGRAPHY
ANNEXURES/APPENDICES

PAGE NO.
1
2
11
13
13
15
33
48
95
99

INTRODUCTION

Today in every organization Human resource planning as an activity is necessary. It is an

important part of an organization. Human Resource Planning is a vital ingredient for the
success of the organization in the long run.

The objective of human resource department is Human resource planning , Recruitment and
Selection, training and development, Career planning , transfer and Promotion, risk
Management, Performance Appraisal and so on. Each objective needs special attention and
proper Planning and implementation.
With reference to this context, my project has been prepared to throw light on Human
resource planning at the Sutra HR to make effective and efficient use of human resources
available and meet the present and future human resources requirements of the organization.

NEED FOR THE STUDY

Human resource planning is necessary for all the organizations for the following reasons:
To carry on its work every organization needs human resources with the necessary
qualifications, skills, knowledge, work experience and aptitude for work. These are
provided through Human resource Planning.
Human resource planning is essential because of frequent labor turnover which is
unavoidable
The nature of present workforce in relation to its changing needs also necessitates the
recruitment of new human resources. To meet the challenge of a new and changing
technology and the new techniques of production, existing employees need to be
trained or new blood injected in an organization.

 Human resources are also needed in order to identify the areas of surplus personnel or
areas where there is a shortage of personnel
HUMAN RESOURCE PLANNING:
Human Resource is the most precious resource for any nation. Deploying the resource
without proper training and inductions can lead with less productive results. The same is
obvious in Services sector and even needs more substantiation. In many countries, not
enough attention is paid to planning for manpower and this is due to lack of qualified
manpower planning specialists.
HR Planning is not mere having the right people in the right place at the right time. Its
about instituting the people related practices and activities that will help the organization
achieve, and improve its business results.
HR Planning in its simplest form is about answering 4 questions:
What are the business needs?
How to meet those needs?
What are the requirements to meet those needs?
What could be the best strategy required to fulfill the needs?
HRP is a forward looking function and an organizational tool to identify skill and
competency gaps and subsequently develop plans for development of deficient skills and
competencies in human resources to remain competitive. HRP ensures benefits to the

organizations by creating a reservoir of talent, preparing people for future cost cutting and
succession planning besides creating a back up in case of diversification and expansion.
Manpower Planning includes four aspects FDIC
F-forecasting manpower needs,
D-developing appropriate policies and programmes for meeting those needs,
I-implementing policies and programmes, and
C- Controlling these programmes.
Definition:
Manpower planning (HRP) is the process-including forecasting, developing implementing,
and controlling by which a firm ensures that it has the right number of people and right
kind of people, at the right place, at the right time, doing this for which they are economically
most suitable.
- E.Geisler
Human resource planning includes the estimation of

how many qualified people are

necessary to carry out the assigned activities, how many people will be available and what if
anything must be done to ensure that personnel supply equals personnel demand at the
appropriate point in the future.
- Leap and Crino

REVIEW OF LITERATURE
Take away my people, but leave my factories, & soon grass will grow on the factory floors.
Take away my factories, but leave my people, & soon we will have a new & better factory
-Andrew Carnegie

Strategic planning: the systematic determination of goals and the plans to achieve
them
Business strategy plans to build a competitive focus in one line of business

Human resource management can be viewed as an umbrella term that encompasses the
following:
Specific HR practices, such as recruitment, selection, and appraisal
Formal HR policies that direct and partially constrain the development of specific
practices
Overarching HR philosophies, which specify the values that inform an
organizations policies and practices
Linking HR Processes to Strategy
Start with organizational strategy and then create HR strategy.
Start with HR competencies and then craft corporate strategies based on these
competencies.
Do a combination of both in a form of reciprocal relationship
Corporate Strategies leads to HR Strategy KPO, BPO, LPO etc.
HR Strategy is HR Planning:

All other functions like staffing, training, performance management, compensation

management, labor relation, & employee separations are derived from it.

HRP is a proactive function- it scans & anticipates various factors- internal &
external to develop a plan It is more important during organizational turbulence
M&A, disinvestment

HR Planning always starts with understanding the business needs of the

organization

Human resource planning is an integral part of business planning. It`s all about:
Identifying and acquiring the right number of people with the proper skills
Motivating them to achieve high performance
Creating interactive links between business objective and resource planning
activities
HR Planning is both top down and Bottom up. While HR plans should be based
on overall business needs and strategies, they should take into account the needs
and realities of organizational units. The HR planning process should involve
managers at all levels.
An organization's HR plans are usually developed at the departmental or business
line level where business directions are set and decisions made. But HR plans are
implemented (and adapted) by individual managers in the conduct of their ongoing
operations. It is important that managers understand the HR plans and priorities of
their organizations so they can guide their actions accordingly.
Strategic Manpower Planning is a dynamic, proactive, ongoing process of
systematically attracting, identifying, developing, mentoring, and retaining

employees to support current and future organizational goals. Strategic Manpower

Planning focuses specifically on proactive planning to meet anticipated or
unanticipated vacancies due to retirement and other factors for classes that serve as
essential elements in meeting your public service mandate.
Some of the long and short-term strategies that may support the strategic Manpower
Planning process, may be retention, induction Programme, employee assistance
Programme,
HRP is a forward looking function and an Organizational tool to identify skill and
competency gaps and subsequently develop plans for development of deficient
skills and competencies in human resources to remain competitive. HRP ensures
benefits to the Organizations by creating a reservoir of talent, preparing people for
future cost cutting and succession planning besides creating a back up in case of
diversification and expansion

Human resource planning, therefore, aims at:

Balancing demand, supply, distribution and allocation of manpower,
Controlling cost of human resources,
Formulating policies on transfer, succession, relocation of manpower.
HRP is a planning process by which an organization can move from its current
manpower position to its desired manpower position.

 Manpower planning may be defined as a strategy for acquisition, utilization,

improvement and retention of human resources.
HRP AT DIFFERENT LEVELS:
Different institutions make HRP at different levels for their own purposes, of which national
level, sectoral level, industry level, unit level, departmental level and job level are important.
National Level: Adjust the supply through its population policy, family planning,
educational policy etc. HRP at national level helps to plan for educational facilities,
hospitals, employment plans, agricultural and industrial developments etc.
Sector Level: Manpower requirements for a particular sector like agricultural sector,
industrial sector or tertiary sectors are projects based on the government policy,
projected output/operations.
Industry level: Manpower needs of a particular industry like cement, textiles,
chemical are predicted, taking into account the output/operational level of that
particular industry.
Unit Level: This covers the estimation of human resource needs of an Organization or
company based on its corporate/business plans.
Departmental Level: This covers the manpower needs of a particular department in a
company.
Job Level: Manpower needs of a particular job within department are forecasted at this
level.

Characteristics of Manpower Planning:

Ascertaining manpower needs in number and kind.
It presents an inventory of existing manpower of the organization.
Helps in determining the shortfall or surplus of manpower.
Initiation of various organizational programmes.
Acquisition, utilization, improvement and prevention of human resources.
Importance of human resource planning:
Human resource planning is of primacy nature and, therefore, it precedes all other HRM
functions. Without HRP, no other function can be undertaken in any meaningful way. HRP
contributes in the following ways in managing human resources in an organization.
It checks the corporate plan of the organization.
It helps to face the shortage of certain categories of employees and/or variety of skills
despite the problem of unemployment.
It offsets uncertainty and change and helps to have right men at right time and in right
place.
It provides scope for advancement and development of employees through training,
development etc.
It helps to anticipate the cost of salary enhancement, better benefits etc.
To foresee the changes in values, aptitude and attitude of human resources and to
change the techniques of interpersonal, management etc.

 To foresee the need for redundancy and plan to check it or to provide alternative
employment in consultation with trade unions, other organizations and government
through remodeling organizational, industrial and economic plans.
To plan for physical facilities, working conditions and volume of fringe benefits like
canteen, schools, hospitals, conveyance, child care centers, quarters, company stores
etc.
It gives an idea of type of tests to be used and interview techniques in selection based
on the level of skills, qualifications, intelligence, values etc. of future human resources.
It causes the development of various sources of human resources to meet the
organizational needs.
It helps to take steps to improve human resource contributions in the form of increased
productivity, sales, turnover etc.
It facilitates the control of all the functions, operations, contribution and cost of human
resources.
Benefits of Human resource planning:
Create reservoir of talent
Prepares people for future
Expand or contract strength
Cut Cost

 Succession planning
Responsibility for Human resource planning:
Formulation of human resource plans is a shared task between top management line
managers and HR department
Top management is involved in HRP process because ultimately, it approves various
plans of the Organization as a whole.
Functional managers under whom people work.
The responsibilities of HR department in regard to HRP process have been described by
Geisler as follows:
To assists, counsel and pressurize the operating management to plan and establish
objectives;
To collect and summaries data in total organizational terms and to ensure consistency
with long-term objectives and other elements of the total elements of the total business
plan;
To monitor and measure performance against the plan and keep the top management
informed about it
To provide the research necessary for effective manpower and Organizational planning
Human resource planning process
HRP is a process and it proceeds through various interrelated activities.

 Forecasting future manpower requirements, either in terms of mathematical projection

of trends in the economy and developments in the industry or of judgmental estimates
based upon specific future plans of the company.
Inventorying present manpower resources and analyzing the degree to which these
resources are employed optimally;

O
R
G
A
N
I
S
A
T
I
O
N

LONG-RANGE
OBJECTIVES
AND PLANS

S
U
B

SHORT -TERM
GOALS PLANS
PROGRAMMES
AND BUDGETS

U
N
I
T
S

OVERALL
REQUIREMENTS

WORK FORCE
REQUIREMENTS
BY
OCCIPATIONAL
CATEGORIES,
JOB SKILLS,
DEMOGRAPHIC
CHARACTERISTICS

INVENTORY
OF PRESENT
HUMAN
RESOURCES

INVENTORY BY
OCCUPATIONAL
CATEGORIES,
JOB SKILLS,
DEMOGRAPHIC
CHARACTERISTICS

NET NEW
HUMAN
RESOURCES
REQUIREMENTS

NEEDED
REPLACEMEN
TS FOR
ADDITIONS

ACTION
PROGRAMMES
FOR
RECRUITING &
SELECTING
NEEDED
PERSONNEL

PLANS FOR
DEVELOPING,
UPGRADING,
TRANSFERRING,
IN RECRUITING
AND SELECTING
NEEDED PEOPLE

Figure: Human Resource Planning System

PROCEDURES
FOR
EVALUATING
EFEFFECTIVE
NESS OF
HUMAN
RESOURCES
PLANNING

 Anticipating manpower problems by projecting present resources into the future and
comparing them with the forecast of the requirements, to determine their adequacy,
both quantitatively and qualitatively and
Planning the necessary programmes of recruitment, selection, training deployment,
utilization, transfer, promotion, development. Motivation and compensation.
Human Resource Plan Component:
The Human resource plan can be broken down into three components:
Forecasting- estimating future needs and stocktaking of available resources in the
Organization
Recruitment plan- to meet the gap between the internal resource and estimated need
by external recruitment
Training and Development plan to utilize fully human resources of the Organization
and to develop potential resources
Human Resource Planning: A Win- Win Process
WINS FOR
EMPLOYEES
Competitive pay and benefits plants

WINS FOR THE ENTERPRISE

Appropriate organization structure and
people to face challenges and meet
corporate objectives, both short and
long term.

Career development and opportunities Development of internal resources,

for growth
leading to stability and culture building.

Reduced fear of redundancy.

Improved motivation and morale of

employees, leading to improved
performance

Training and development, leading to Productivity gains, leading to cost

continued marketability.
reduction
Continuity of employment due to Improved customer satisfaction, leading
organization's
ability
to
retain to improvement in business.
workforce.
Fuller realization of potential, leading to Reduction in hiring and training costs
job satisfaction.
due to the improved ability to retain
employees and development of internal
resources to fill future vacancies
Barriers to effective human resource planning:
Improper linkage between HRP and Corporate Strategy.
Inadequate appreciation of HRP
Rigidly in Attitudes
Environment Uncertainty
Conflict between Long-term and Short-term HRP.
Inappropriate HR Information Systems
Measures for making HRP Effective:

 Commitment and involvement of top management in HRP.

Proactive, rather than reactive, human resources management approach.
Greater participation of line managers at all levels in HRP process.
Effective design of HR information system integrated with the Organizations
management information system.
Linking HRP to corporate strategic management process.
Enough flexibility in HR plans to take care of changing situations

OBJECTIVES AND LIMITATIONS

OBJECTIVES:
To understand the present manpower arrangement in SUTRA HR
To design a HRP system for STURA HR

LIMITATIONS OF THIS STUDY:

Time and resources constraint
Since, the HRP is a wider subject to be dealt with , the present study is confined only to
analysis and application using Workload analysis and Markow analysis.
Getting information about various aspects for study purpose was difficult.
RESEARCH METHODOLOGY

For the purpose of study on HRP at SUTRA HR data were collected from both the primary
and secondary sources.
The data source: Primary as well as Secondary.
The research approach: Observation Method.
The respondents: The technicians and employees of the Organization.
Primary data:
Primary data needed for the study is collected through interview with employees of SUTRA
HR and discussion with the staff and by observing their operating procedures.
Secondary data: Secondary data is collected from internal records, manuals of the
Organization, various textbooks and the website of the organization.

Statistical Tools used:

Workload analysis: Workload analysis techniques are series process to calculate the
workload of a position / sub position, and also needs the number of people to fill the
position / sub position. Workload analysis is very important to calculate exactly how
many employees needed to complete all of tasks in a section or department.
Markov analysis: Markov analysis provides a means of analyzing the reliability and
availability of systems whose components exhibit strong dependencies.

SERVICES INDUSTRY

Figure 2.1
The Economy of India is the tenth largest in the world by nominal GDP and the fourth
largest by purchasing power parity (PPP). The country's per capita GDP (PPP) is $3,339
(IMF, 129th) in 2010. Following strong economic reforms from the post-independence
socialist economy, the country's economic growth progressed at a rapid pace, as free market
principles were initiated in 1991 for international competition and foreign investment.
India's large service industry accounts for 57.2% of the country's GDP while the industrial
and agricultural sectors contribute 28.6% and 14.6% respectively.[14] Agriculture is the

predominant occupation in India, accounting for about 52% of employment. The service
sector makes up a further 34%, and industrial sector around 14%. However, statistics from a
2009-10 government survey, which used a smaller sample size than earlier surveys, suggested
that the share of agriculture in employment had dropped to 45.5%.
RETAILING
Retailing is one of the pillars of the economy in India and accounts for 13% of GDP.
The retail industry is divided into organized and unorganized sectors. Unorganized retailing,
on the other hand, refers to the traditional formats of low-cost retailing, for example, the local
kirana shops, owner manned general stores, paan/beedi shops, convenience stores, hand cart
and pavement vendors, etc. In India, a shopkeeper of such kind of shops is usually known as
a dukandar.
EDUCATION
Education is the most crucial investment and an essential element in human resource
development. It has always been accorded an honored place in every economy. It implies
ability of the people to read, write and understand. It has the fundamental aspects of
imparting knowledge, wisdom and culture. It helps in drawing out the latent potentials and
talents of an individual.
The Indian educational structure mainly consists of the three stages, namely: Elementary education
Secondary education
Higher education

 Adult education
Technical education
REAL ESTATE:
India is the most viable investment destination in real estate The real estate sector in
India is of great importance. According to the report of the Technical Group on Estimation of
Housing Shortage, an estimated shortage of 26.53 million houses during the Eleventh Five
Year Plan (2007-12) provides a big investment opportunity.

COMPANY PROFILE
SutraHR came into being in 2008, around the time startup boom had hit India with scores of
e-commerce websites going live. These startups had great business ideas and all they needed
were the right people to execute those ideas. Identifying this need gap, we had the first mover
advantage in the talent acquisition market for startups.
Backed with cutting edge technology, proprietary database and a passionate team, SutraHR
soon became a name to reckon with. Eight years and finding right positions for over 4000
people across functions and geographies later, we have only just begun.
What sets us apart? To start with, our indomitable team coupled with the best of technology is
a combination that you wont find anywhere else. Our exhaustive database is the result of

years of relentless work put in by our team. We also believe that the awesome work culture at
Sutra is why our people deliver good work, every single day.
WHO WE ARE?
Well, we are here to change the way people perceive HR. That it is boring, bland and only a
support function is far from reality. The new-age HR is cool, vibrant and instrumental in
getting people the jobs they love. We at Sutra strive to live by this mantra every day we come
to work.

CTO, Tech Lead, Full Stack Engineer, Front End Developer, Back End Developer,
Android & iOS Developer, Java Programmer, Node.js Programmer, Product
Managers, VP Product, UI Designer, UX Designer, Business Head, Digital
Marketing Manager, Creative Director, Sales Director, Content Editors/Writers,
SEO Managers, SEM Head, etc.
SutraHR closes all your super-critical positions in the fastest possible manner
using our proprietary database and established relationships.

Counted amongst Asias finest talent acquisition firms, SutraHR has redefined the
whole hiring business for the better. We help funded technology, internet,
ecommerce and mobile app startups find the right people who match their passion
and vision. With offices and operations covering Delhi NCR, Bengaluru, Mumbai
and Pune, SutraHR helps startups find talent across domains and levels.

HOTSHOTS A NEW INITIATIVE BY SUTRHR

Hotshots by SutraHR is a unique talent matchmaking service, where we connect top-notch,
mid to senior level candidates with startups.
From sharing three detailed profiles every day to hand-holding you through the entire
process, Hotshots by SutraHR is a service exclusively designed to help both the startup and
the candidate in finding that perfect match in each other.
Hotshot

We understand your startup needs nothing but the very best of the talent to fill in the key
positions. With our premium Hotshots service, we help you find the top-notch candidates for
mid to senior level positions. We connect you to the hotshot candidates who are graduates
from some of the best and premium management, engineering and b-schools around the
globe. Just like a perfect matchmaking service, we make sure the candidate is the perfect and
compatible match for your startup. Because we do believe in happily ever afters.

MANPOWER PLANNING AT DIFFERENT LEVELS

Introduction :
Manpower planning is a technique of correcting the imbalances between manpower
demand and manpower supply in the economy. Such imbalances can cause either the problem

of unemployment or shortage of manpower. Both situation are dangerous and suicidal for the
socioeconomic development of the country.
Meaning and definition of man power planning:
Man power planning is defined by Vetter as :the process by which management
determines how the organization should move from its current manpower position to its
desired manpower position. Through planning, the management strives to have the right
number and right kind of people , at right places, at the right time, doing things which result
in both the organization and the individual receiving maximum long run benefit.
According to Gordon MacBeath, manpower planning involves two stages. The first
stage is concerned with the detailed planning of manpower requirement for all types and
levels of employees throughout the period of plan., and the second stage is concerned with
the planning of manpower supplies to provide the organization with the right type of people
from all sources to meet the planned requirements.
Staffing Is a systematic approch to the problem of selecting , training , motivating and
retaining professional and non professional personnel in the organization Basavanthappa
B.T
The selection of suitable candidates on the basis of their skill-set and requirements of
the job is known as manpower staffing.(Buzzle.com)
Objectives of manpower planning:

Ensuring maximum utilization of personnel

Assessing future requirement of the organization
Determining the recruitment sources
Determining the training requirements for managements development and
organizational development.
Objectives of planning Nursing Service:
1. To ensure total patient care
2. to see that the nursing component at the operational level is properly organized

3. to ensure optimum utilization of nursing services by avoiding non nursing duties to

nursing personnel
4. to provide a conducive environment for the professional development of the nursing
personnel
5. to encourage staff education and training
6. to ensure effective participation of all nurses through team work
7. to promote effective public relations through effective communication
8. to evaluate the quality of nursing services

Importance of Manpower Planning

1. Key to managerial functions
2. Efficient utilization
3. Motivation
4. Better human relations
5. Higher productivity

Problems and limitations of man power planning:

Even though there are many benefits and uses of manpower planning , there are
certain inherent limitations of forecasting itself which makes manpower forecasting a tricky
exercise. Thus manpower plans suffer from inaccuracy as it is difficult to prepare long range
forecasts accurately. Changes in economic conditions , technology , marketing conditions
and labor force conditions tend to make long range forecasts unreliable. However, there is a
greater danger in not for casting at all.
It is possible to a certain extent to predict with a reasonable degree of accuracy based
on experience the future vacancies resulting from retirements, deaths and resignations.
However it is more difficult to anticipate which particular member of the personnel will be
required to be so replaced. It is also risky to take action on general estimates of personnel

requirements which are not specific enough. At times, lack of top managements support
frustrates those in charge of man power planning.
Again , inaccuracies are caused when forecasts from several operating divisions are
merely totaled together without a critical scrutiny. Thus, the limitations arise both from the
uncertainty of forecasting itself, as well as at times from the methods used in manpower
planning. However, with experience gained through manpower planning over a period of
years, it is possible to become more accurate, although manpower management cannot yet lay
claim to being a science.
Ingredients of sound manpower planning;1. Finding and selecting the right caliber and number of people required to perform the
operations of the organization involved
2. Adequate briefing of new employees to the organization and job
3. Fair, sound and effective terms of employment
4. Provision of incentive
5. Establishment and maintenance of personnel inventories based on periodic appraisals
of the productivity, methods , qualifications and potential of employees
6. Well organized and specific training
7. Continuing personnel research
8. Management

Personnel
research and
review

Management/
staff relations

organizational
planning and
development
Staffing and
training

Ingredients of
sound
manpower
planning;-

career
development

Fair, sound
and effective
terms of
employment

Morale and
motivation
Personnel
records

Types of man power planning:Manpower planning can be of two type: short term and long term
Short term man power planning:This planning is done to find a temporary match between the existing individuals and
the existing jobs. It aims at quick removal of anomalies in posting and placements. The steps
are as follows;

1) The step one is to identify the weak and strong incumbents. Weak incumbents are those
whose skills fall short of their job requirements. Similarly strong incumbents are those
whose skills far exceed their job requirements
2) The second step is to set the above anomalies right. In the case of weak incumbents
this can be done by:
Assigning difficult parts of their jobs to others
Improving them through short term training or counseling and
Replacing them by other individuals
3) the final step is to think of persons who can be additional charge of posts falling
unexpectedly vacant due to sudden death , resignation or transfer of the original
incumbent
Long term man power planning:This planning is done to find a proper match between the future jobs and their future
incumbents. The steps involved are as follows:
1) The first step is to determine the requirements of man power for a particular period.
this is done by making forecasts. Forecasts of future manpower requirements can be
made for a period of 2 to 5 years
2) The second step is to ascertain the existing number of rank and file workers in each
section, department and unit and to compare it with the requirement number. In case
the required number is more than the number required, the next step would be to
consider how to get rid of the excess hands, ie, whether through premature requirement
or discharge or lay off etc. In case of managerial personnel, their existing number
should be worked out for each of the following four categories:
promotable
not promotable
not retainable( i.e to be replaced)
about to retire
3) The final step is to determine the need for and the kind of training which must be given
to the existing and new employees.
Methods of man power planning:
1. Normative method:
Is the common detecting the manpower or support services . This is based on
the norms developed by the government or professional bodies which are to be used as

guidelines in determining the manpower requirement qualitative and quantitative for

an institution
2. Epidemiological or disease method
This is based on the present and projected disease condition. Keeping in view
the nature of disease in the Community and the changes in disease pattern in future ,
the institution may plan the health care services.
3. Resource availability method
It is based on the financial and other resources available in the institution or
programme. these could be the change in the financial resources , physical resources ,
transport , equipment and other related resources.
4. Qualitative and Quantitative health care service available:
This method is based on the factor of Qualitative and Quantitative health care
available in the community . If there is large number of private practitioner available
in another hospital of the community , the nature of the service to be provided by the
institution would be affected and there by the quality and quantity of manpower
required.
5. Population growth
It is based on the fact that to meet the growing demand of either through
growth of population or through the awareness of better health needs by the population
, there is an increased demand for health service.
6. Objective and commitment of the institution
It is based on the objectives and the commitment of institutions which would
affect the qualitative and quantitative aspect of manpower required.
Basic Steps in manpower planning:
1. Anticipating the manpower needs
Personnel strength
Identification of needs and requirements
Recruitment
Investigation of turn over of personnel
2. Planning job requirements and descriptions
3. Analyzing skills to determine the nature of man power needed
1Anticipating the manpower needs

For securing maximum motivation , it is always better to encourage existing employees

instead of importing new ones for higher appointments such intentional promotion can
secure optimum motivation and ensure retention within the organization of its best people.
Manpower inventory
This involves taking an inventory of the existing personnel to compare what
exists in stock with what can be expected in stock at future dates
Expected loss and extra manpower
The expected loss situation can be evaluated in terms of retirement , transfer
and other causes such as death and disability
In good organization their own expected loss rates are estimated on the basis
of their own past experiences
In addition to this manpower requirements based on anticipated additions to
operations required for meeting the wants of future expansions
In this way , the future vacancies or manpower needs of the organization can
be anticipated
The manpower forecast is thus concerned with anticipating the number of
replacements required by reasons of:
Resignations
Retirements
Deaths
Dismissal
Transfers and
Promotions
Manpower planning methods
The four methods generally used to determine the requirements of personnel are:
Annual estimate of vacancies
Long range estimates of vacancies
Fixed minimum man specification requirements and
Specific position estimation
Personnel strength
Hospital staff can be categorized as
Medical

 Nursing
Administration
Paramedical
Engineering
Unskilled
The total number of staff can vary from 2-5 per bed, depending on the
degree of care, facilities provided and type of hospital such as maternity/
orthopedic/ infectious disease / general hospital etc
Identification of needs and requirements
This would include
Identifying activities to be under taken
Listing each activity under specific heads such as pharmacy, laboratory,
radiology, nursing, administration etc
Breaking down each activities into different sub activities
Listing out job requirements to meet each activity. This will help in
identifying the nature of qualification / experience required
Recruitment
Once manpower requirement has been identified, the recruitment process can begin
a) Guidelines for recruitment
Guidelines for recruitment of various departments are as follows:
i. Doctor - bed ratio :According to Indian Medical Council , doctor bed ratio is 1:5, but this is
applicable only to hospitals which are attached to the Medical colleges and
where doctors are required to participate in teaching programmes of Medical
College
It is recommended that the doctor bed ratio should be 1:10 in general
hospital
ii. Nurse - bed ratio :The ratio should be 1:3 according to the Indian Medical Council. Thus for
every 100 beds and to cover a 24 hour period , there should be 4 ward
sisters and 30 staff nurses; and for fractions of 100 beds , the staff should
increase in the proportion of 1 ward sister to 25 beds and 1 staff nurse to
3 beds.
Nurse Bed ratio for Different Wards

iii.

iv.

Ward

Nurse

Bed
s

Medical

Surgical

Casualty

ICU

CCU

Pediatric

If mothers are allowed to stay with

patient

Pediatric

If mothers are not allowed to stay with

patient

OBG

Labour room

Operation theatre

Orthopedic

Well baby nursery 1

Special nursery

Remarks

Per table , day shift

X - ray dept:Keeping in view the quality of care required , one X- ray technician can
do 5 IVP, or 2 myelographies or 3 hysterosalpingographies or 10 barium
meal investigations or 2 carotid angiographies or 30 one view X- rays, or
20 USG investigations or 5 CT scan
Medical laboratory : One medical laboratory technician can do approximately 35 tests/ day
In one day the technician can do:

 45 hematology or
50 urine analysis or
50 parasitology tests or
20 blood bank tests or
40 serology tests or 30 biochemistry tests or
20 histopathology tests
v. Pharmacy : One pharmacist can dispense medicine to 150 patients / day, which
excludes placing order with supplier, explaining the schedule of medicine
to the patients.
One pharmacist can dispense of one prescription of a patient , whether an
inpatient or out patient, in approximately 2 minutes.
vi. Laundry
one laundry orderly can assist in washing the linen of 50- 60 beds
Number employed depends on size of the hospital and with load
vii. Dietary services : The staff strength depends upon the number of medicated diets
required , the education programme, research work , and the type of
requirement used in the department
However , one dietary staff member is required for approximately 1520 patients
viii. Sanitation and house keeping : One sweeper to a work area of 1200- 1500 sq. ft
How ever , for a nursing unit , one sweeper for 10 beds is
recommended
ix. Security : The norm is that one security guard for every 20- 25 bed of a hospital
x.
xi.

CSSD( central sterile supply department) : One person in the CSSD can take care of 30 beds
ECG department : One ECG technician can take about 20 ECG s in one shift

II.Guidelines for recruitment of staffs in College of nursing(INC):Basic B.Sc nursing

Teaching faculty

Admission capacity

Annual intake

25-50

51-100

Professor cum principal

Professor cum Vice-principal

Associate professor

Lecturer

10

Tutor /clinical instructor

14

28

Total

22

28

Teacher student ratio : 1:10

B.Sc : NURSING POST BASIC
Teaching faculty

Admission capacity

Annual intake

Minimum -30

Maximum-50

Professor cum principal

Professor cum Vice-principal

Associate professor

Lecturer

Total

12

teacher student ratio: 1:10

BASIC: B.Sc nursing & B.Sc Nursing (POST BASIC)

Annual intake
B.Sc nursing (Basic)

50 or less

B.Sc nursing ( Post Basic)

30 or less

Professor cum principal

Professor cum Vice-principal

Associate professor

Lecturer

Tutor /clinical instructor

18

Total

28

teacher student ratio: 1:10

BASIC : BSc , BSc Nsg (Post basic)& MSc nsg
Annual intake
B.Sc nursing (Basic)

50 or less

B.Sc nursing ( Post Basic)

30 or less

M.Sc nursing

10 or less

Professor cum principal

Professor cum Vice-principal

Associate professor

Lecturer

Tutor /clinical instructor

18

Total
teacher student ratio: Basic and Post basic BSc nsg 1:10
MSc nsg 1:5
Part time teachers/ External teachers
1. Microbiology
2. Bio chemistry
3. Psychology
4. Nutrition
5. English
6. Computer
7. Hindi/ Any other language
8. Any other clinical discipline
b. Sources of recruitment:Suitable candidates for various jobs can be obtained from :

Government employment exchange

Private placement agencies
News papers
Other hospitals
Unsolicited applications
By word of mouth
Professional journals
Teaching institutions
Internal circulation

32

c. Selection and Appointment

d . Types of employment
Temporary
Apprenticeship
Contract
Probation
Permanent
Investigation of turn over: Labour turn over as the words imply means the rate of
change in the number of employees
A high turn over is warning to the hospital authorities.
Turnover may be due to the wrong situation, low salary,
poor working conditions etc.
Some of the important factors which result in employees
quitting their jobs are:
Low salary
Better prospects in other hospital
Poor working condition
Transport problems
Housing problems
Marriage( female)
Further studies
Maltreatment of superiors
2. Planning job requirements and descriptions:Manpower planning consist of studying job requirements and
preparing job descriptions. The requirement of each and every job must be
thoroughly studied through job analysis.
Job analysis is the process of examining a job to identify its
component parts and the circumstances in which it is performed. This helps
to obtain relevant information about the job.
Job information thus becomes the basis of many management
activities. For instances, without it , recruitment become almost impossible,
training would have no goal and no salary basis . It is therefore necessary to
collect important parts of a job which identify it and distinguish it from
45

other job. Job information help in many ways and more particularly for the
following:
Adequate recruitment
Adequate training
Adequate salary structure
Fair appraisal

There are two steps in a programme:

Preparation of job description
Preparation of job specification
Job description it is thus necessary to provide good job description. A
job description can be defined as a written record of the duties ,
responsibilities and conditions of the job. The method which provide the
required data are :
Observation of the employees while performing their work
A study of specially maintained diaries
A review of critical incidents
Discussion with departmental head and/ or supervisor; and
Discussion with outside consultants and experts
3. Analyzing skills to determine the nature of man power needed
The skills required at different job must be analysed in terms of the
job description following the job analysis. The skills required for the
successful executives can be divided in to 4 types:
Decision making skills
Leadership skills
Communication skills
Organizational and social skills
The basic managerial skills
Every manager should have the following skills
1. To plan operations , delegate duties appropriately to his subordinates ,
and coordinate their work on a day to day as well as long range basis
to attain the objectives
2. To appreciate the changing conditions and trends affecting the work of
his unit and the service it should render
3. To select appropriate personnel for the specific assignments
46

4. To direct the work of the immediate subordinates

5. To stimulate , motivate and lead the subordinates with a view to
secure their interested and willing participation
6. To supervise , follow up , and appraise the performance of his
subordinates
7. To keep his subordinates and superiors informed about the work of his
unit
The skills required of an executive can also be classified as technical,
human skills and conceptual skills.
1. Technical skills :to accomplish the mechanic of a particular job
2. Human skills to build team spirit as a leader
3. Conceptual skills to recognize the interrelationships involved
in his situation to enable him to achieve maximum good for
the total organization

47

RESEARCH METHODOLOGY

In the changing environment and to meet the

organization need, a dynamic approach is required
on the part of HR manager for motivating the
workforce to produce increasingly higher level of
performance. SUTRAHR is spending considerable
amount of its budget in implementing motivational
policies i.e. promotional policies, incentives and
award schemes and facilities to its employees for
their satisfaction and better performance. But a
number of loopholes exist in both monetary and non
monetary policies such as in the award scheme,
incentive scheme and suggestion scheme. Therefore
most employees are not satisfied with these
motivational policies and are in favour to join other
organization with similar facilities.

1. RESEARCH DESIGN
Research design is a framework or blueprint for
conducting the research project. It details the
procedure necessary for obtaining the information
needed to structure or solve any problem.
Descriptive research is used as it involves the
description of the state of affairs, as it exists in the
organization.

SOURCES OF DATA
48

PRIMARY DATA
Primary data is the fresh data.
SECONDARY DATA
Data collected from the books and internet for the
completion of the project.
PRIMARY DATA COLLECTION METHOD
The primary data was collected through survey by
conducting face to face interaction for which
structured questionnaire was designed containing
close ended questions, to gather prcised and
reliable information.
SAMPLING PLAN
Sampling area: , SUTRAHR Dehradun.
Sample Size: 50 executives.
Sampling methods: Simple random sampling was
used, so that every individual has an a equal chance
of being selected.

49

Data Analysis and Interpretation

Manpower Planning Questionnaire

Name:
Designation:

1. What is the role of HR in manpower planning in SUTRA HR?

HR Manger

40

Executive

30

Employer

30

50

2. IS any objectives of your company do you satisfy by doing

manpower planning?
Agree
Disagree

78
22

51

3. Do you have your organization specific model for doing

manpower planning?
a) Yes
55
b) No
45

52

4. Did manpower planning help you during recession SUTRA

HR?
a) Yes
48 b) No
52

53

5. How do you forecast demand?

1. Trend analysis

35
54

2. Managerial estimate
3. Delphi method

6. How do you forecast supply?

a) Staffing tables
b) Skills Inventories
c) Management Inventories
d) Replacement charts

35
30

25
15

20

10
55

e) Demographic changes
f) Unemployment rate
g) Government policies
.

10
10
10

7. After identifying gap, what do you do in case of :

a) Shortage:
(1)
Full-time recruitment
45
(2)
Part-time recruitment
35
(3)
Recalls
20
56

8. In which of the following functions does manpower planning

help :
a) Recruitement
57

(1)
Do you have any specific recruitment model of
your company?
Yes
No

58
42

58

FINDINGS:
Sutra hr

centre is an Organization which was functioning based on

traditional values but it`s now coping with the changes and working
towards modernization.
The human resources available are self sufficient for handling present in
patient flow
The Organization has well qualified technicians
The Organization lacks Employee-engagement activities
The Organization has Centralized power of Authority

59

SUGGESTIONS:
The Human Resources presently available are sufficient but in the future
there may be a dearth of qualified technicians due to increase in-patient
flow. So, to tackle this job enrichment must be encouraged so as to have
bench strength of qualified personnel and help in succession planning.
Employee engagement activities must be initiated so that trust develops
between the employees and the management which creates harmony and
better relations.
Management has to change its view towards the manpower i.e., from cost
centered to profit centered.

60

BIBILOGRAPHY

TEXT BOOKS

Aswathappa K. "Human Resource and Personal Management" Text

and Cases, Tata McGraw Hill Publishing Company Ltd., New Delhi.

Chhabra T.N. "Human Resources Management Concepts and Issues,

Fourth Edition", Shampat Rai & Co., Delhi.

Gupta, C. B. (2004), "Human Resource Management", Sixth Edition,

Sultan Chand & Sons, New Delhi.

Kothari, C. R. (2005), "Research Methodology", Second Edition, New

Age International Publishers, New Delhi.

WEBSITES
www.vijayadiagnostics.com
61

 http://www.whereincity.com

http://health.allrefer.com
http://www.medterms.com
http://modernmedicare.co.in
http://www.themedica.com
http://www.indiaincorporated.com
http://business.gov.in
http://en.wikipedia.org
http://www.ibef.org

62

QUESTIONNAIRE
1. What is the role of HR in manpower planning?
2) Which objectives of your company do you satisfy by doing
manpower planning?

3) Do you have your organization specific model for doing

manpower planning?
b) Yes
b) No
If yes, then specify?
4) Did manpower planning help you during recession?
b) Yes
b) No
If yes, then how?

5) How do you forecast demand?

4. Trend analysis
5. Manageerial estimate
6. Delphi method
Please specify, if anything else
6) How do you forecast supply?
63

h) Staffing tables
i) Skills Inventories
j) Management Inventories
k) Replacement charts
l) Demographic changes
m)Unemployment rate
n) Government policies
Please specify if anything else.
7) After identifying gap, what do you do in case of :
b) Shortage:
(4)
Full-time recruitment
(5)
Part-time recruitment
(6)
Recalls
c) Surplus:
(1)
Terminations
(2)
Layoffs
(3)
Demotions
(4)
Retirements
8) In which of the following functions does manpower planning
help :
b) Recruitement
(1)
Do you have any specific recruitment model of
your company? Please name.
(2)
What percentage of HR budget is allocated to
recruitment?
(3)
How do you recruit employees?
[a] Job portals (pl specify the name)
[b] Newspapers (pl specify the name)
[c] Campus placement (please specify institute name,
if any)
[d] Head hunting
[e] Placement agencies
c) Training and Development
64

(1)
Do you have any specific Training and
development model of your company? Please name.
(2)
What percentage of HR budget is allocated for
training and development?
(3)
Does manpower planning help you design
development plan for your employee?
d) Performance Appraisal
(1)
What is the name of the performance appraisal
system?
(2)
How does manpower planning help in
performance appraisal process?
e) Succession Planning
(1)
How does it help you doing succession planning?
f) Career Planning
(1)
How does it help you in doing career planning?

g) Strategic Planning
(1)
How does it help in long term planning?
(2)

How does it help in short tern planning?

65