Manpower Planning

Objectives:
To develop the analytical abilities for

understanding the implications of changes in the manpower situation of a company and the availability of HR within the organization and outside, so as to advise and assist the authorities concerned in their manpower planning and development activities.

Objectives:
To enable the students to acquire the

knowledge and skill necessary for preparing the manpower plan of a business enterprise, or to understand such a plan drawn up by the manpower planning cell of the company.

Evaluation Pattern:
Internal Assessment: 100%

1st Test: 25% 2nd Test: 25% 3rd Test: 25% Presentation: 25% Total: 100%

Details
COURSE DURATION: 2 HR PER WEEK

FOR 10 WEEKS COURSE CREDITS: 02

Topics:
1. INTRODUCTION TO MANPOWER

PLANNING Definition and scope Objectives, importance, benefits, and challenges involved.

Topics:
2. MANPOWER PLANNING PROCEDURES

System and procedures used

Manpower data bank Norms, plans, and projections Forecast: Manpower supply and demand;

reconciliation between the two Manpower budgeting Manpower acquisition and redeployment

Topics:
3. ASSESSMENT OF MANPOWER

REQUIREMENT Information required Manpower surveys; employment market information Labor market characteristics

Topics:
4. MANAGING CAREERS

Career planning and management

Succession planning

Topics:
5. UTILIZATION AND CONTROL

Improving manpower utilization

Wastage analysis, downsizing, and

manpower control.

What is Manpower?
Human Resources

Personnel
People at Work Manpower

Some Definitions of HRM:

French: Personnel Management is a

major component of the broader managerial function and has roots and branches extending through out and beyond each organization. It is a major sub-system of all organization.

Some Definitions of HRM:

Edwin Flippo: HRM is the planning,

organizing, directing and controlling of the procurement, development, compensation, integration and maintenance and separation of human resources to the end that individual, organizational and societal objectives are accomplished.

Some Definitions of HRM:

Michael Jucious: HRM is that field of

management which has to do with planning, organizing and controlling the functions of procuring, developing, maintaining and utilizing a labour force, such that the (a) objectives for which the company is established are attained economically and effectively; (b) objectives of all levels of personnel are served to the highest possible degree; and (c) objectives of society are duly considered and served.

Some Definitions of HRM:

David De Cenzo and Stephen Robbins:

Human resource management is concerned with the people dimension in management. Since every organization is made up of people, acquiring their services, developing their skills, motivating them to higher levels of performance and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives.

Some Definitions of HRM:

T. V. Rao: HRD is a continuous planned process by which

employees are helped to: (a) Acquire or sharpen capabilities required to perform various functions associated with their present or expected future roles; (b) develop their general capabilities as individuals and discover and exploit their own inner potentials for their own and organizational purposes; and (c ) develop an organizational culture in which superior-subordinate relationships, team work and collaboration among sub-units are strong and contribute to the professional well-being, motivation and pride of employees.

Approaches towards Human Beings:

Mechanical approach commodity

approach or factor of production concept up to 1920.

Paternalistic Approach from 1920 till great

depressions died during the Great Depressions of 1930s.

Approaches towards Human Beings:

Social System or Humanistic Approach:

1930-40 Psychologists Mayo, Mc Gregor, Leavitt etc. Sociologists Blake, Dubin etc.
Human Resource Approach 1940 onwards

(distinct needs, aspirations and personality) MBO, two way communication, leadership quality circles etc.

Personnel vs. Human Resource Management

Personnel Human

Management
Personnel means

Resource Management
HRM is the

persons employed. PM is the management of people employed.

management of employees skills, knowledge, abilities, talents, aptitudes, creative abilities etc.

Personnel vs. Human Resource Management

Personnel Human

Management
Employee is treated as

Resource Management
Employee is treated not

an economic man as his services are exchanged for wage/salary

only as economic man but also as social and psychological man. Thus the complete man is viewed.

Personnel vs. Human Resource Management

Personnel Human

Management
Employee is viewed as

Resource Management
Employee is treated as a

a commodity or tool or equipment, which can be purchased or used. Employees are treated as cost centre and therefore management controls the cost of labour.

resource.

Employees are treated as a

profit centre and therefore, invests capital for human resource development and future utility.

Personnel vs. Human Resource Management

Personnel Human

Management
Employees are used

Resource Management
Employees are used for the

mostly for organizational benefits.

Personnel function is

treated as only an auxiliary.

multiple mutual benefit of the organization, employees and their family members. HRM is a strategic management function.

Three Basic responsibilities of HR Manager and his Department :

To exert a line managers authority on his

unit and employees in HR department. He coordinates to ensure HR objectives and policies of the organization. He provides various staff services to the line managers like recruiting, training, rewarding, disciplining of employees at all levels.

Functions of HRM

Managerial Functions

Operative Functions

Managerial Functions
Planning Organizing Directing

Controlling

Operative Functions
Employment Human Resource Development Compensation Management

Human Relations

Employment
Human Resource Planning

Recruitment
Selection

Induction
Placement

Human Resource Development

Performance Appraisal

Training
Management Development Organization Change & Development

Compensation Management
Job Evaluation Wage and Salary Administration

Fringe benefits

Human Relations
Motivation

Morale
Job satisfaction Communication Grievance & Discipline Procedure Quality of work life & quality Circles

Organization of HR Department

Human Resource Planning

Human resources are regarded as the only

dynamic factor of production. Other factors like materials, methods, machines, money etc. are useless without their effective use by the human resources. Thus, it is logical that there should be proper manpower or human resource planning in the organization to use the other resources effectively.

Human Resource Planning

Planning is one of the basic functions of management

of any organization. In commercial and industrial undertakings, planning has been focused on profit making, procurement, production, marketing, quality control and only most recently, manpower. Manpower planning has now been recognized as an important part of the overall planning of any organization. Without the procurement and maintenance of adequate number of personnel, it is not possible to realize the goals of the organization. Manpower planning is essential to put the plans of the organization into action for the achievement of its goals or objectives.

Definitions:
E. W. Vetter, Human resource planning is the process by which the management determines how an organization should move from its current manpower position to its desired manpower position to its desired manpower position. Through planning the management strives to have the right number and the right kinds of people at the right places, a t the right time, to do things which result in both the organization and the individual receiving the maximum long-range benefit.

Definitions:
E. Geisler, Manpower planning is the process including forecasting, developing and controlling by which a firm ensures that it has the right number of people and the right kind of people at the right places, at the right time doing work for which they are economically most useful.

Definitions:
Leon Megginson, Human resource planning is an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members.

Definitions:
Coleman, Human resource planning is the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization.

Nature/Features/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.

Need/Importance/Advantages/Role of Human Resource Planning:

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. The rapid changes in technology, marketing, management etc. and the consequent need for new skills and new categories of employees. The changes in organization design and structure affecting manpower demand.

Need/Importance/Advantages/Role of Human Resource Planning

The demographic changes like the changing

profile of workforce in terms of age, sex, education etc. The government policies in respect to reservation, child labour, working conditions etc. The labour laws affecting the demand for and supply of labour. Pressure from trade unions, politicians, sons of soil etc.

Need/Importance/Advantages/Role of Human Resource Planning

Introduction of computers, robots etc.

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.

Need/Importance/Advantages/Role of Human Resource Planning

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.

Need/Importance/Advantages/Role of Human Resource Planning

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.

Need/Importance/Advantages/Role of Human Resource Planning

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.

Factors Affecting Human Resource Plan

External Factors

Internal Factors

External Factors
Governments policies

Level of economic development

including future supply of HR Business environment Level of Technology Natural Factors International Factors

Internal Factors
Policies and strategies of the company

Human resource policy of the company

Formal and Informal groups

Job Analysis
Time Horizons (long term or short term) Type and quality of information Companys production operations policy Trade Unions

Problems in Human Resource Planning

Resistance by employer

Resistance by employees
Resistance by trade unions Uncertainties Inadequacies of Information system Identify crisis Slow and gradual process Co-ordination with other management

functions Integration with organizational plans

Process/Procedure/Steps/Stages in Human Resource Planning:

1. Analyzing organizational plans.

Process/Procedure/Steps/Stages in Human Resource Planning:

2. Demand forecasting

Managerial Judgement Statistical Techniques ratio analysis and econometric models Work study techniques Employment trends Replacement needs Growth and expansion Productivity

Process/Procedure/Steps/Stages in Human Resource Planning:

3. Supply Forecasting

Existing inventory Potential losses temporary/permanent Potential additions

Process/Procedure/Steps/Stages in Human Resource Planning:

4. Estimating the net human resource requirement

Process/Procedure/Steps/Stages in Human Resource Planning:

5. In case of future surplus plan for redeployment, retrenchment and lay-off

Process/Procedure/Steps/Stages in Human Resource Planning:

6. In case of future deficit forecast the future supply of human resources from all sources with reference to plans of other companies

Process/Procedure/Steps/Stages in Human Resource Planning:

7. Plan for recruitment, development and internal mobility if future supply is more than or equal to net human resource requirements

Process/Procedure/Steps/Stages in Human Resource Planning:

8. Plan to modify or adjust the organizational plan if future supply will be inadequate with reference to future net requirements.

9 Signs Your HR Manager is Terrible

HR Head
HR departments are often maligned as

glorified paper pushers, but a good human resource manager is an invaluable resource, advising you on your people, management techniques, hiring and developing programs that will help you succeed. What--you say your HR manager isn't doing that? Then it may be the time to show him, or her, the door. Here are 9 red flags that your HR manager is doing a terrible job. Ignore them at your own risk.

He Never Says, "We need to ask the lawyers"

He Never Says, "We need to ask the lawyers"

Employment law is complex. It's always

changing and always open to new interpretations. Heck, just when companies all figured out that the Family Medical Leave Act (FMLA) was for employers with 50 or more employees, the EEOC said that the Americans With Disabilities Act (ADA) now can be construed as requiring medical leaves as well. That means smaller business could end up being required to give medical leave too. If you don't comply? Fines and legal bills.

Red flag
If your HR manager is confident that he

knows everything he needs to know and never needs to run anything by an attorney, you need a new HR manager. Now.

She sends you unqualified candidates to interview

She sends you unqualified candidates to interview

One role of an HR person is to find qualified

candidates for the hiring manager to interview and choose from. Of course, the HR recruiter won't know as much as you do about the opening in your department, but the candidates that he or she sends to you should all be qualified.

Red flag
If the recruiter can't do a quality phone

screen, or review a resume, or understand the difference between "must have" qualities and "nice to have" qualities, it's time for some new blood down in recruiting. Finding well-qualified candidates is never easy, but if your HR person is sending you unqualified ones, she's wasting everyone's time.

She gives you blank stares when you talk about the business

She gives you blank stares when you talk about the business
There is a ton of HR knowledge and skill that is

applicable across industries, like how to conduct performance appraisals, EEOC requirements and proper interview skills. However, your HR manager also needs to understand your business if she is going to help you find, develop and retain the best employees. She should attend meetings that aren't directly related to HR in order to learn what the needs of the business truly are.

Red Flag
If her responsibilities are over the sales force and

she's never been on a sales call, that's a bad sign (She doesn't have to make the sale, of course, just accompany the salesperson.) Likewise, if she has responsibilities for a manufacturing site, but hasn't been down on the floor, that's a problem. After all, how can she address the needs of employees if she doesn't know what they actually do?

He always agrees with you

He always agrees with you

It's totally flattering to your ego to have the HR

person always agree with you. You also may sincerely believe that since you are the boss, of course, you know best. And the HR person's job is to help the business, so shouldn't he defer to you? Absolutely not. It's HR's job to help the business, and sometimes business people are wrong. An investigation of a performance appraisal may discover that the manager is at fault, not the employee. The bonus structure that brings in a lot of money may also be illegal. Either of these situations could end up being very expensive mistakes if not corrected.

Red Flag
A good HR manager stands up to

management when need be and explains what the consequences of a policy or action could be. Ultimately, it's your decision what to do, but if your HR manager is always saying yes to you, be wary. He's probably not paying close enough attention to the true needs of the business.

She never approves an exception

She never approves an exception

Rules are the rules are the rules. So, your HR

manager follows the letter of the law when it comes to sexual harassment allegations. She never allows racially charged remarks or discriminatory hiring practices. And she never approves a pay increase outside of the annual-wait. This last one is a problem. Yes, rules and policies should all be followed, generally speaking. Sometimes, however, an exception is necessary. An off cycle raise, for instance, can sometimes mean the difference between keeping a quality employee committed and focused and having that same employee start looking for a new job.

Red Flag
No eating at your desk is good for customer facing

customer service reps, unless your employee is diabetic and having quick access to food can be the difference between life and death. Everyone must be in the office no later than 9:00 is a fine rule, except for the east coast employees who support west coast clients and are in the office until 8:00 or 9:00 in the evening. Or a million other rules that are generally good ideas, but sometimes an exception makes sense. If your HR manager balks at all exceptions, get a new HR manager.

He only fixes messes--that he created

He only fixes messes--that he created

Is your HR manager the type who refuses to

act until the moment of crisis? So he ignores or rejects your rejects your request for a raise for an employee--until that employee submits his letter of resignation? Or he fails to warn you that a particular bonus plan was problematic--until a class-action suit was filed.

Red Flag
Spinning into action when there's a crisis is a

great trait--but not if the crisis was created in part by your HR's failure to act in the first place. One of the main functions of HR is to avert problems, which often requires foresight. If she only works on fixing the problem when it happens, it's time to go. Of course, not all problems can be prevented, but you should be regularly briefed on potential ones.

She never approves firing anyone

She never approves firing anyone

An employer can fire anyone--male, female, black,

white, old, young, pregnant, sick--providing the reason for the firing doesn't violate the law. For example, you can't fire a woman because she's pregnant, but you can fire her for insubordination during her pregnancy. Of course, you need to be cognizant of the legal ramifications before terminating a worker (and consult a lawyer, if necessary), but HR should help you fire a problem employee who doesn't respond to coaching.

Red Flag
If your HR manager's response is to stick it

out and hope the poor performer quits, or suggests transferring the employee or punishing the manager rather than deal with the problem, you need a new HR manager. Sometimes, bad apples need to be tossed out. If she can't help you do that, she's not helping the business.

He never met a number he liked

He never met a number he liked

Some HR people don't like numbers. It's why

they aren't finance people. But, if your HR manager can only tell you what he "thinks" about turnover or "feels" about one insurance plan versus another, he's not doing his job. Hard numbers are available. There should be data regarding turnover rates, time to hire and costs of health insurance.

Red Flag
A good HR manager will be able to use the

soft skills to teach and coach and have the hard skills necessary to show you why the training programs are working--or not. If he can't figure out how to evaluate a program or policy, using hard data, then he's not capable of doing his job.

His reaction to any problem: Write up a new policy!

His reaction to any problem: Write up a new policy!

Yes, HR people love policies because it helps bring

order to the workplace. But does HR use them to avoid confrontation? Let's say an employee dresses inappropriately, does the HR manager coach you on how to talk to the employee or address the employee....or Is your HR manager's response to write up a new two-page document on dress codes and emails it to the entire company? Sending out blanket emails is the nonconfrontational route that almost never works. Employees who are clueless enough to dress inappropriately won't recognize themselves in the email blasts from HR--if they even read the messages.

Red Flag
Yes, policies are necessary, but simply

issuing policy statements rather than addressing actual behavior lapses means your HR manager isn't doing his job.