Professional Documents
Culture Documents
ON
MANPOWER PLANNING
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SUBMITTED BY:
NAMES ROLL NO.
MAYUR JAGTAP 19
VISHAL KATARIA 22
THARA NAIR 38
SUNIL NAMBIAR 42
KAVITA SHAMBERAO 52
ABHIJEET TIWARI 56
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ACKNOWLEDGEMENT
This project was performed as part of the curriculum in the subject “HUMAN
RESOURCE MANAGEMENT” in Bharati Vidyapeeth Institute of Management
Studies & Research. We take this opportunity to acknowledge all the people who
have contributed to this project's involvement.
We thank the authorities of our college for providing us with good environment,
library resources and facilities to complete this project. It gave us an opportunity
to learn more about the importance of manpower planning in Human Resource
Management. This project was definitely a positive learning experience for all
involved.
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TABLE OF CONTENTS
8. Conclusion 10
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INTRODUCTION
Manpower planning depends on the process & seats billed to client. Before
planning, the process & nature of billing has to be understood & requirements
are calculated likewise.
Trade Unions do not exist. Level of I.T is a client mandate in a BPO and does not
impact manpower planning as there is barely any automation or production
involved.
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STEPS INVOLVED IN MANPOWER PLANNING
DEMAND FORECASTING
SUPPLY
The HR increases the offers against joinees by 60%. Hence if the HR has to
plan & recruit 200 people, they make anywhere between 280-320 offers. In
such cases the training department may need only 150 while operations
may need only 80.
The buffer shall cover up for rejectors, HR attritions, CCT & PST attritions,
abscondings etc.
Manpower planning plans for training also & mandates are made well in
advance.
The company however does not have to spend on the buffer. The buffer
mostly assist in revenue additions to the company.
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THE BENEFITS OF MANPOWER PLANNING
Motivation- Staffing function not only includes putting right men on right
job, but it also comprises of motivational programmes, i.e., incentive plans
to be framed for further participation and employment of employees in a
concern. Therefore, all types of incentive plans becomes an integral part of
staffing function.
Manpower planning leads to a fixed plan for the next 3 months. HR,
training & operations are aware of the number to be hired. Operations can
calculate parameters depending upon manpower expected, and forecast
the same for negotiations with clients.
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NEED FOR MANPOWER PLANNING IN AN ORGANIZATION
Shortages and surpluses can be identified so that quick action can be taken
wherever required.
The agents are marked red (attrition in 1 month), yellow (possible attrition
in 30-90 days), green (happy employee).
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THE IMPACT OF MANPOWER PLANNING IN AN
ORGANIZATION
Man power planning in Human Resource Management is a core factor. Here the
penalties for not being correctly staffed are costly. Understaffing loses the
business economies of scale and specialization, orders, customers and profits.
Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate
because of modern legislation in respect of redundancy payments, consultation,
minimum periods of notice, etc. Very importantly, overstaffing reduces the
competitive efficiency of the business.
Planning sufficiently
Planning staff levels requires that an assessment of present and future needs of
the organization be compared with present resources and future predicted
resources. Appropriate steps then be planned to bring demand and supply into
balance.
Thus the first step is to take a clear and average view of the existing workforce
profile such as numbers, skills, ages, flexibility, gender, experience, forecast
capabilities, character, potential, etc. of existing employees and then to adjust this
for one or three and ten years ahead by amendments for normal turnover,
planned staff movements, retirements, etc, in line with the business plan for the
corresponding time frames.
The result should be a series of crude supply situations as would be the outcome
of present planning if left unmodified. This, clearly, requires a great deal of
information accretion, classification and statistical analysis as a subsidiary aspect
of personnel management.
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Future plan
The future demands will be is only influenced in part by the forecast of the
personnel manager, whose main task may well be to scrutinize and modify the
crude predictions of other managers.
What we understand from the above factors is that a thought out and logical
staffing demand schedule for varying dates in the future which can then be
compared with the crude supply schedules. The comparisons will then indicate
what steps must be taken to achieve a equilibrium.
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CONCLUSION
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