Manpower Planning

REPORT ON
ON MANPOWER PLANNING
In partial fulfillment of the requirement for the award of the degree of MASTER OF BUSINESS ADMINISTRATION Se!!ion "#$%&"#$'(
SUBMITTED TO) Mr!* +rena
SUBMITTED BY:
Deepi,a Dhir MBA&II Roll No* -'$.
1 MANPOWER PLANNING
PREFACE In todays competitive world of real business HR have assumed critical importance, as HR is the real blood of the business. Every business whether it is big, medium or small needs HR day to day, to cover its daily requirements. The report has been prepared after the completion of !onths summer training period. In this report brief information about HR and pro"ect have been included. The style adopted is simple one fully supported by diagrams at appropriate places, charts and #erforma. The primary aim is to present in a simple way and to include the relevant topics.
$eepi%a $hir
2 MANPOWER PLANNING
EXECUTIVE SUMMARY !anpower planning is very important in all the organi&ation. It is very important activity and very useful ingredient for long and successful growth of organi&ation. There are certain ways that are to be followed by every organi&ation, which ensures that it has right number and %ind of people, at the right place and right time, so that organi&ation can achieve its planned ob"ective. The ob"ectives of Human Resource $epartment are Human Resource #lanning, Recruitment and 'election, Training and $evelopment, (areer planning, Transfer and #romotion, Ris% !anagement, #erformance )ppraisal and so on. *or every organi&ation it is important to have a right person on a right "ob. Recruitment and 'election plays a vital role in this situation. 'hortage of s%ills and the use of new technology are putting considerable pressure on how employers go about Recruiting and 'electing staff. +ith reference to this conte,t, this pro"ect is been prepared to put a light on !anpower planning. This pro"ect includes !eaning and $efinition of !anpower planning, -eed and Importance of !anpower planning, .imitations and benefits of manpower planning. It do includes personnel planning and manpower planning in organi&ation. -e,t is recruitment and selection process which includes various steps. !anpower planning is very important component. It needs practical e,amples and e,planation this pro"ect includes.
3 MANPOWER PLANNING
Contents 1) Intro !"t#on $%o!t "o&'$n( a/ !a"or 0usiness lines b/ 'iel chemical comple,, a brief c/ #resent product line d/ #rocess of manufacturing e/ #roduct application f/ )ssociated companies 2) M$n'o+,r P-$nn#n. a/ !eaning b/ Implementation c/ #rocess of Implementation d/ !anpower planning *ramewor% e/ The +H)T', +heres )nd Hows of !anpower planning f/ -eed of !anpower planning g/ 0enefits of !anpower planning h/ .imitations of !anpower planning i/ Importance of !anpower planning "/ !anpower planning in an organi&ation 3) Pro",00 o1 M$n'o+,r P-$nn#n. #n S#,- C2,&#"$3) R,0,$r"2 M,t2o o-o.( #n SCC 4) 5!,0t#onn$#r, on M$n'o+,r P-$nn#n. )) F#n #n.0 /) L#&#t$t#on0 7) R,"o&&,n $t#on $n S!..,0t#on 6) Ann,8!r, 19) Con"-!0#on 11) B#%-#o.r$'2(
)*1) 123 425 67 66268 68261 61 1/*/1 63264 64265 87 86 8629: 9:291 91293 93295 952:7 :723: /1*/3 /3*/) //*64 6) 6/ 67 66*192 193 193
3 MANPOWER PLANNING
M$+$n$ S!.$r0 L#&#t, L#&#t, ) < A Br#,1

INTRODUCTION :
:1or&,r-( ;no+n $0 S#,-
!awana 'ugars .imited ;formerly %nown as 'iel .imited / is a company whose roots go down over hundred years. <riginally part of the erstwhile $(! group, !awana 'ugars .imited ;!'./ branched out of its own in the year 6545. The $(! group was set up by 'IR 'HRIR)! in the year 6445. 'iel was originally incorporated on the 83 th !arch, 6516, under the name and style of India Refrigeration Industries .td. 'ubsequently, the name was changed to =sha Refrigeration Industries .td. on 86.7:.6518 and to 'hriram Refrigeration Industries .td ;'RI./ on 73.71.6511 and finally to 'hriram Industrial Enterprises .td. #ursuant to a 'cheme of )malgamation approved by the High (ourt of $elhi, 'hriram Industrial Enterprises .td too% over the following businesses from $(! .td. Edible oils and fats, comprising manufacturing facility at $elhi, an established distribution net wor% and leading brand names >#anghat?, >Rath? and >Roshini?@ (hloro A al%ali comprising a manufacturing facility at $elhi with a captive power plant of 85 !+, both the said businesses were under the unit named SHRIRAM *<<$' )-$ *ERTI.I'ER' I-$='TRIE'. 4 MANPOWER PLANNING
'ubsequent to the Honorable '=#RE!E (<=RT <* I-$I)Bs order to decongest $E.HI, 613 units were as%ed to shift outside -ational (apital Territory of $elhi. Hence 'HRIR)! *<<$' )-$ *ERTI.I'ER' I-$='TRIE' situated at -ew $elhi consisting of (hemicals and Edible oils $ivision was closed in -ovember, 6551. T2, &$=or %!0#n,00 -#n,0 o1 M$+$n$ S!.$r0 L#&#t, $r,:* CHEMICALS: !anufactures and mar%ets Hydrochloric )cid, 'table Hypochlorite.
(austic 'oda, .iquid (hlorine, 0leaching #owder and 'odium
SUGAR: !anufacturing and mar%eting of sugar. The company has three units at !)+)-), TIT)+I and -agalamal. EDIBLE OILS AND FATS: V$n$0'$t# $n R,1#n, O#-0>
) MANPOWER PLANNING
SIEL C?EMICAL COMPLEX@ RAAPURA < A Br#,1
'iel ;shri ram estate limited/ (hemical (omple, ;'((/ is one of the leading (hloro )l%ali manufacturers in -orth India. The products are (austic 'oda ;*la%es C .ye/, Hydrochloric )cid, 'table 0leaching #ower, 'odium Hypochlorite, Hydrogen and .iquid (hlorine. The manufacturing process is based on the environment friendly !embrane (ell Technology. The technology involved consists of fine control of all process parameters with worlds most sophisticated $istributed (ontrol 'ystem ;$('/. 'afe operation is an integral part of the $('. )ll the products manufactured, conform to 0I' standards. The organi&ation is I'< 577628777 certified for the manufacture of 'table 0leaching #owder. <rgani&ation got I'< 6:776D877: Environment !anagement 'ystem (ertifications from $-E under accreditation of $utch (ouncil !awana 'ugars .imited had floated a subsidiary company under the name and style of 'iel Industrial Estate .imited for implementation of the !emorandum of understanding ;!<=/ between !'. and / MANPOWER PLANNING
#un"ab Fovernment for setting up an Industrial Estate of 674: acres at Ra"pura, $istrict #atiala ;#un"ab/. In terms of the !<=, #un"ab Fovernment would acquire the land and transfer unencumbered possession to the (ompany. The Fovernment of #un"ab has given (ompany possession of 53 acres and this entire land has already been registered in the name of the (ompany. )s part of the !<=, (ompany has put up a (hemical plant under the name and style of 'iel (hemical (omple,, a unit of !awana 'ugars .imited ;*ormerly %nown as 'iel .imited/ and it belongs to one of the first and oldest business houses of India with a turnover of over Rs. 877 crs. It is located at village Ghadauli ;now %nown as (H)R)TR)!#=R./ in Ra"pura Town, district #atiala ;#un"ab/. It is part of the overall development plan of the company to convert the entire land acquired into an industrial par%. The unique technological status of 'iel (hemical (omple, has given it a distinctive edge, enabling it to produce a wide range of (hemicals that are vitally essential in the industry. 'iel (hemical (omple, has also acquired state2of Athe Aart technology and e,pertise to produce and mar%et (austic 'oda, 'table 0leaching #owder and (hlorine. The (hloroA)l%ali industry is a basic (hemical Industry encompassing product li%e (austic 'oda, (hlorine, Hydrochloric )cid, Hydrogen, 'table 0leaching #owder and 'odium Hypochlorite. )ll these products are used in a large variety of industries li%e )luminum, #aper, #E(, #esticides, $yes C
7 MANPOWER PLANNING
(hemicals, #harmaceuticals, +ater treatment, Te,tiles, 'oaps, and Edible <ils etc. PRESENT PRODUCT LINE of SCC: ()='TI( '<$) .HE ;:3. I conc./ ()='TI( *.)GE' .IJ=I$ (H.<RI-E HH$R<(H.<RI( )(I$ ;(ommercial grade/ 'T)0.E 0.E)(HI-F #<+$ER '<$I=! HH#<(H.<RITE ;0leach liquor/ HH$R<FE-
6 MANPOWER PLANNING
PROCESS OF MANUFACTURE :
(oncentrated solution of salt in water in the form of concentrated brine is prepared. The brine solution is treated with purifying The chemicals for elimination of 'ulphate, (alcium and !agnesium. This purified concentrated brine solution is electroly&ed in cells. membrane process of electrolysis is used. caustic soda. The wea% solution is further concentrated by evaporation process to obtain concentrated (austic 'oda .ye with :3. I concentration. *urther for preparing (austic 'oda *la%es, :3. I concentrated solution is sent to *usion House. In the electrolysis process, hydrogen and chlorine are obtained. The hydrogen is diverted towards hydrogen accumulation pipe. #art of (hlorine is burnt with hydrogen gas to produce hydrochloric acid and partly used in '0# #lant and the rest is liquefied bottled and then sold in the mar%et. #art of the hydrogen is utili&ed for burning in the boiler and direct sale through pipeline. )s a result of the
electrolysis the cell liquor is obtained. This has about 98 to 99I
19 MANPOWER PLANNING
?( ro.,n %ott-#n. '-$nt :S!r($ A#r Pro !"t0) : This plant is using the hydrogen gas being produced by '(( as their basic input. The na%ed hydrogen gas is supplied through pipeline. It is compressed and filled in the (ylinders and sold in the mar%et. C>P>W> Un#t0 : ) number of small scale (#+ units have been set up ad"acent to '((. These units are using .iquid (hlorine being produced at '(( for the manufacturing of (hlorinated #araffin +a,.
PRODUCT APPLICATIONS:*
CAUSTIC SODA It finds ma"or applications in industries li%e #aper, 'oaps and detergents, Te,tiles, Eanaspati, *ertiliser units. The details of end2uses areD2 In paper and pulp industry, (.'oda is used for coo%ing purpose for manufacturing pulp. It is used in soap and detergent industry. It is used in bleaching and processing of cotton te,tiles. It is used for water treatment in power generation units. It is used in fertili&er industry for processing of water. It is used as a chemical agent in various processes in chemical and pharmaceutical industry. 11 MANPOWER PLANNING
It is used in e,traction of sodium metal. It is used in purification of bau,ite. It is used in the refining of petroleum. It is used in regeneration of ion2e,change resins in water treatment plants. It is used in removal of impurities in the manufacturing of refined and hydrogenated oils It is used in manufacturing various sodium based chemicals, dyes etc. It is used as preservative in EanaspatiK <ilK !il% industry. LI5UID C?LORINE
.iquid (hlorine is used in paper industry as bleaching agent. .iquid (hlorine finds a ma"or use in (#+ =nits. In these units .iquid (hlorine is reacted with H-# to manufacture (hlorinated #araffin +a, ;(#+/ which finds use in plastic industry. .iquid (hlorine is used for purification of water in water treatment plants. .iquid (hlorine also finds use in te,tile industry as bleaching agent. .iquid (hlorine is used for various purposes in pharmaceutical and chemical industry.
?YDROC?LORIC ACID Hydrochloric )cid is used in various industries. 'ome ma"or areas areD2 It is used in cycleKsteelKwire industry for pric%ling purposes. It is used in fertili&er industryKThermal #ower houses and Refineries for use in $! #lants. It is used by various pharmaceutical and chemical industries for use in the process. It is also used in the production of gelatin. SODIUM ?YPOC?LORITE 'odium hypochlorite is used for bleaching in te,tile industry. It is used for disinfection of drin%ing water as well as in various sanitation purposes. It is also used in laundry trade for cleaning purposes. STABLE BLEAC?ING POWDER '0# has great versatility. It plays an important role in a number of areas affecting #ublic Health, as well as some processes for treatment of raw material and industrial waste.
USES IN PUBLIC ?EALT? =sed in water purification by +ater +or%s, !unicipal (orporations, Hotels, Hospitals and other institutions. =sed for control of epidemics. =sed for sanitation and general hygiene. =sed for sewage disposal. =sed for disinfection of swimming pools. INDUSTRIAL USES : '0# performs important functions in the manufacturing processes of numerous industries.
(arpet industry shine. Te,tile industry bleaching agent. #aper industry *oodKsoft drin% bottling deodorant. .eather industry disinfectant !anufacture of sodium silicate and various other industrial uses.
2for e,tra finish and 2as an economical
2for bleaching of pulp. 2as 2as disinfectant agent and and
curing
2 as a decolorising agent.
SUBSIDIARY/ASSOCIATED COMPANIES OF MSL are: 'IE. I-$='TRI). E'T)TE .I!ITE$ 'IE. *I-)-(I). 'EREI(E' .I!ITE$ '*'. I-EE'T!E-T' .I!ITE$ TR)-'IE. I-$I) .I!ITE$ 'IE. E$I0.E <I.' .I!ITE$ L)H E-FI-EERI-F +<RG' .I!ITE$
MANPOWER PLANNING Human resources planning are a process that identifies current and future human resources needs for an organi&ation to achieve it goals. Human resources planning should serve as a lin% between human resources management and the overall strategic plan of an organi&ation. )ging wor%er populations in most western countries and growing demands for qualified wor%ers in developing economies have underscored the importance of effective Human Resources #lanning.
Best Practices
The planning processes of most best practice organi&ations not only define what will be accomplished within a given timeframe, but also the numbers and types of human resources that will be needed to achieve the defined business goals ;e.g., number of human resources@ the required competencies@ when the resources will be needed@ etc./. (ompetency2based management supports the integration of human resources planning with business planning by allowing organi&ations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organi&ation. Targeted human resource strategies, plans and programs to address gaps ;e.g., hiring K 1) MANPOWER PLANNING
staffing@ learning@ career development@ succession management@ etc./ are then designed, developed and implemented to close the gaps. These strategies and programs are monitored and evaluated on a regular basis to ensure that they are moving the organi&ations in the desired direction, including closing employee competency gaps, and corrections are made as needed. This 'trategic HR #lanning and evaluation cycle is depicted in the diagram below. I !"e e#tatio# Sta$es The following implementation stages are suggested for mid to large organi&ations implementing competencies in support of 'trategic Human Resources #lanning. St$., 1
S%ort & Ter 'R P"a##i#$
Establish a (ompetency )rchitecture and (ompetency $ictionary that will support 'trategic Human Resource #lanning. *or each group to be profiled, define the roles and career streams to help identify current and future human resources needs. $etermine how competencies will be integrated with the e,isting HR #lanning process and systems ;e.g., Human Resource Information !anagement systems@ other computer2based tools, for e,ample forecasting models/.
St$., 2

0uild or revamp HR #lanning tools, templates and processes to incorporate elements as determined in 'tage 6. Train managers and K or facilitate corporate HR #lanning process. (ontinuously monitor and improve processes, tools and systems to support HR #lanning.
1/ MANPOWER PLANNING
OB,r$r"2#n. Po-#"(@ Pro",00 C Too-0 Co&&on Co&',t,n"( D#"t#on$r( $n Ar"2#t,"t(re Establishing a common (ompetency $ictionary and )rchitecture is fundamental for the successful implementation of competencies throughout the organi&ation. !aintaining this common architecture is essential for ensuring that all human resource management applications are fully integrated and that ma,imum efficiencies can be gained. It is important, therefore, to identify an organi&ational group accountable for the maintenance of the (ompetency $ictionary and )rchitecture on an ongoing basis. ?!&$n R,0o!r", In1or&$t#on M$n$.,&,nt In1r$0tr!"t!r, In a recent review, the Fartner Froup noted that (0! talent management initiatives have not necessarily yielded the desired benefits and return on investment, for the main part because organi&ations have not invested in the talent management software systems and infrastructure to facilitate full and effective implementation. To gain ma,imum benefit from (0!, organi&ations need to have a human resources management system and on2line tools and processes that will support many of the implementation recommendations contained in this document. GoB,rn$n", D A""o!nt$%#-#t( Str!"t!r, <rgani&ations that have effectively implemented competencies on a corporate2wide basis have ensured that there is an appropriate pro"ect management, governance and accountability framewor% in place to support the development, maintenance and revision K updating of the competency profiles to meet changing demands.
Pro",00 I&'-,&,nt$t#on St$.,0 The following implementation stages are suggested for mid to large organi&ations. St$., 1
Identify the infrastructure and system requirements to support full implementation ;e.g., Human Resources Information !anagement 'ystem@ other on2line software tools needed to support various (0! applications/. $evelop the competency profiles. Implement the competency profiles in a staged2way to demonstrate benefits and create buy2in ;e.g., as soon as profiles for a group are developed, implement quic%ly within a low2ris% high2 benefit planned application for the group/. (ommunicate success stories as competency profiles are implemented. Food for organi&ation. St$., 2
$evelop, revise K update competency profiles to meet changing demands. !onitor and evaluate applications to ensure that they are meeting organi&ational needs, and ad"ust programs K plans, as needed, to meet evolving needs.
W?AT ARE PERSONNEL PLANNINGE #ersonnel planning are an important development in human resources management. It has spread rapidly to nearly every si&e organi&ation in almost every %ind of business. The primary function of #ersonnel planning is to analy&e and evaluate the human resources available in the organi&ation, and to determine how to obtain the %inds of personnel needed to staff 16 MANPOWER PLANNING
positions ranging from assembly line wor%ers to chief e,ecutives. 'maller companies put #ersonnel planning in the human resource or personnel department. 'ome of the largest corporations have established separate departments for this function.
W?AT ARE T?E PURPOSES OF PERSONNEL PLANNINGE #ersonnel planning aims to reduce waste in employing people, lessen uncertainty about current #ersonnel levels and future needs, and eliminate mista%es in staffing. Its purposes also include avoiding wor%er and s%ills shortages, stopping the profit2eroding effects of being over2 or understaffed, preparing succession plans and shaping the optimum future wor% force by hiring the right managers, technical specialists and s%illed wor%ers in appropriate numbers. W?AT ARE T?E TRENDS T?AT IMPACT PERSONNEL PLANNINGE ) #ersonnel planner see%ing to identify trends in human resource management should include the following variablesD 6. The state of the economy. The larger the companyMs sphere of operations, the broader the spectrum of economic activity to consider. 8. $emographics. The age and se, groupings of the population and what may happen to them in the future. 9. Employee losses or turnover. How will retirements, deaths, promotions and resignations affect the current number of individuals employed at every levelN 29 MANPOWER PLANNING
:. -ew s%ill requirements. +hat new s%ills will be needed due to new technology mar%ets or productsN . <bsolescence of current s%ills and its effects. 1. The status and direction of materials prices. 3. The availability of materials22can they be cut off by uncontrollable eventsN 4. Technological changes. 5. 'ocial changes. +hat effects do upgrading of educational bac%grounds have on the willingness of people to ta%e menial or other types of lower level "obsN 67. .abor costs. In which direction and how far will they goN +hat are the alternativesN ?OW DOES A COMPANY ORGANIFE FOR PERSONNEL PLANNINGE +hile #ersonnel planning does not require formation of an independent department in most companies, it does require a manager or e,ecutive responsible for studying trends and for identifying and calculating #ersonnel requirements. The responsible person, who may have other duties in the company, must %now company policy and be acquainted with its long2range ob"ectives. He or she should understand whatMs involved in training and career development, and should be able to design career programs to improve basic capabilities, develop professional competence and teach new s%ills. T2, P,r0onn,- '-$nn,r &!0t or.$n#G, #n t2, 1o--o+#n. $r,$0: 2 !aintenance of a good data base of the <rgani&ations human resources. 21 MANPOWER PLANNING
2 )cquisition, retention and career development of the companyMs high talent people, such as engineers, scientists, and %ey managers and e,ecutives. 2 'upervision of the design of various training programs. 2 'urveys of current economic and social conditions and their trends. W?ERE DOES T?E PERSONNEL PLANNER FIT INTO AN ORGANIFATIONE (ompanies with fewer than 677 employees usually assign the #ersonnel planning function as an additional duty to a specific e,ecutive, such as general manager, production manager or the personnel manager. .arge companies employ a #ersonnel2planning specialist and may create a separate department for the function. The position of the planner is not as important as the qualifications of the individual. The tas% is advisory and investigative. +hoever runs the planning operation is a staff rather than line person and will not issue direct orders to other managers. W?ERE DOES PERSONNEL PLANNING BEGINE #ersonnel planning begin with a clear understanding of the current #ersonnel situation in the company. The first step is an analysis of current #ersonnel22numbers, s%ills and s%ill levels. The second is the creation of a s%ills inventory. ?OW DO EMPLOYMENT APPLICATIONS CONTRIBUTE TO PERSONNEL PLANNINGE Employment applications, when properly constructed, can help build a database for #ersonnel planning. Research starts with employment applications. The more detailed the application, the more information the planner can gather. 22 MANPOWER PLANNING
Fro& t2, ,&'-o(&,nt $''-#"$t#on 1or&@ t2, P,r0onn,- '-$nn,r "$n "o&'#-, ",rt$#n #n1or&$t#on 0!"2 $0: 6. -umber of secondary school graduates 8. -umber of college graduates 9. $isciplines studied at colleges and types of degrees earned :. .istings of prior wor% e,periences . .istings of types of wor% desired W?AT INFORMATION S?OULD BE INCLUDED IN AN INVENTORY OF SHILLS CURRENTLY AVAILABLE IN A COMPANYE ) well2designed s%ills inventory includes much information not directly related to on2the2"ob s%ills and performance. Include many %inds of information for the start2up of #ersonnel planning. Hour organi&ation may grow, shrin% or have changing needs. ItMs easier to gather information at the beginning rather than to re2wor% it at a later date. In"-! , t2, 1o--o+#n. $t$ #n (o!r 0;#--0 #nB,ntor(: -ame, address, and telephone number $ate of birth (urrent position '%ill level Education
Hears ;months/ with company !arital status ages 'alary history
$ependents and their 'eminars and 23 MANPOWER PLANNING
training completed $isciplinary actions *uture assignments ;company planned/ $ate of retirement *uture assignments ;employee preferences/ .anguage abilities Hobbies #atents obtained
+illingness to relocate Restrictions on assignments #ublished wor%s
'pecial qualifications =nusual combinations of high2level s%ills *or each group of employees, gather as much information in your s%ills inventory as possible. 'ome companies supplement the information gathered from the employment application by as%ing employees to fill out comprehensive personal history files after theyMve been on the "ob for awhile. )dd new items as they seem necessary. 0e sure to %eep the inventory up2to2date as changes are made. )nd in all cases maintain only that information permitted by federal and state law. W?AT ARE T?E STEPS TO DEVELOP ?UMAN RESOURCE DATA FOR FUTURE PERSONNEL NEEDSE <rgani&ing the data requires a certain amount of cross2filing and tabulating. In a small organi&ation, this can be done manually, though a personal computer will serve to ma%e organi&ing, updating and accessing data easier. .arge companies use their central data processing systems to store human resource data and write programs to accomplish tas%s the #ersonnel planner desires. )mong the data processing capabilities the planner should have are abilities to sort data relating to the length of service, pay grade, educational level, disciplinary bac%ground, marital 23 MANPOWER PLANNING
status, and number of dependents. <ther classifications are possible, especially when the data is gathered and stored by computer. The Human Resources $ata 'equence (hec%list ;3276/ graphically depicts the data gathering and organi&ation sequence. ?OW CAN OCCUPATIONAL CODES BE DEVELOPED TO ?ELP ORGANIFE AND ACCESS EMPLOYEE INFORMATIONE )n occupational code, which is a numerical designation for each type of "ob, focuses on the qualities of each individual and permits planners to see at a glance not only the s%ills of each individual, but the level of competence and other data. !ost planners do not need the precise designations of an occupational code that the government has devised, though you can use such a system if available. =sually, a simple alphabetical list of s%ills will serve the purpose of listing individuals with the same qualifications under one heading. For #n0t$n",@ $ '$rt#$- -#0t#n. &#.2t -oo; -#;, t2#0: 2 )ssembler, electrical 2 )ssembler, mechanical 2 !achinist 2 !echanic, for% lift 2 <perator, drill press 2 <perator, milling machine .ist the names of each person possessing a s%ill on the appropriate s%ill card, or store on a computer. .ist those with combinations of s%ills, too. 24 MANPOWER PLANNING
W?AT ARE T?E EFFECTS PERSONNEL PLANNINGE
OF
TURNOVER
ON
Turnover creates unnecessary e,pense and reduces efficiency. #roductivity drops. +hen a planner identifies high turnover in a specific department, the quality of training and supervision in that department should be loo%ed into. )s a part of the human resources function, the planner would contribute to the decision on what steps should be ta%en to remedy the turnover situation, such as training, pay and incentive improvements, and the li%e. The human resources manager would then go to management with the problem of turnover and ma%e the combined recommendations. ItMs also important to determine e,actly why wor%ers, supervisors or managers leave. Every departing employee should have an e,it interview and your company should maintain a record of the reasons for leaving. Hou should as% individuals who quit filling out an E,it Interview )ttitude 'urvey. #lans to reduce turnover are an important part of a #ersonnel plannerMs "ob. The success in the tas% of reducing turnover goes a long way to insuring that a company has the right number of persons with the right s%ills to fulfill the companyMs needs and ma%e it a successful organi&ation. W?AT USES DO PERSONNEL PLANNERS MAHE OF TURNOVER FIGURESE #lanners use turnover figures to pinpoint departments where turnover is occurring and to discover its causes. *or instance, the planner may find that poor supervision is an important cause of turnover. If so, he or she can ta%e steps to have something done about the quality of supervision in the affected area. )ge is also a factor in turnover. <lder employees tend to be more stable than young wor%ers. <verqualified employees are very unstable and entry level wor%ers are li%ely to quit soon after they are hired. 2) MANPOWER PLANNING
)mong e,ecutives, a high turnover rate among the younger ones often indicates that something is wrong with the way the company manages its career advancements. #ersonnel planners should bring these matters to the attention of top management with recommendations for corrective actions. ?OW DO C?ANGES SUC? AS AUTOMATION AND COMPUTERIFATION AFFECT PERSONNEL PLANNINGE +hen planners e,amine company records, they should learn whether the introduction of new machines, methods or materials have altered the numbers of people with certain s%ills. 'uch information is important for forecasting future requirements. If the introduction of a computer2controlled machine, for e,ample, results in the elimination of machine operators, these s%ills should be eliminated from the inventory of needed s%ills. They should be replaced, of course, with those needed to run the computer2controlled machines and with specialists s%illed in electronic maintenance. )s planners uncover such changes and trends, they can concentrate on the new s%ills needed and no longer consider those that are not. Turnover figures also affect training programs. The planner e,amines them to find out how well or poorly such programs are serving the companyMs ob"ectives. W?AT IS T?E ROLE OF T?E PERSONNEL PLANNER IN CAREER PLANNINGE The #ersonnel planner usually has a distinct advantage over other managers and e,ecutives when it comes to career matters. It is essential for successful e,ecution of the "ob that the planner be very clear and up2to2date about the organi&ationMs ob"ectives. The ob"ective of career management from the companyMs viewpoint is to ensure the availability of qualified successors for every important position. !anagers and supervisors want to get ahead, earn good 2/ MANPOWER PLANNING
salaries and gain new opportunities. <nly rarely can these individuals clearly define what getting ahead means to them. The planner, though, %nows what sort of person should be in a specific "ob or as a bac%up for a specific person. Through s%illful career guidance, the planner has the leverage to encourage supervisors and managers to prepare for advancement. ?OW DOES T?E PERSONNEL PLANNER PREPARE FOR FORECASTING FUTURE PERSONNEL RE5UIREMENTSE #ractical #ersonnel forecasting should generally be limited to five years or less. 'ociety and technology change too rapidly to permit accurate forecasting for longer periods of time. T2, '-$nn,r %,.#n0 %( 0t! (#n. t2, "o&'$n(I0 o',r$t#on$- '-$n #n ,t$#- to ,t,r&#n, #t0 o%=,"t#B,0 r,.$r #n.: 2 (apital investment in buildings and new machinery 2 #roposed changes in product design 2 #roposed introductions of new products 2 (hanges in materials to be used 2 (hanges in sales volumes forecast In addition to these ma"or influences on future #ersonnel requirements, the planner considers turnover rates, retirements, internal promotions, and effects of improved supervision. He or she must also consider the learning curve, that is, how long it ta%es for qualified personnel to reach full output after any changes have been made.
?OW DOES T?E PERSONNEL PLANNER ESTIMATE T?E NUMBERS OF PEOPLE AND T?E SHILLS T?E COMPANY WILL NEEDE Estimates of the companyMs economic activity, usually prepared in the mar%eting or budgeting area, form the basis for the plannerMs calculations. He or she first determines the relationship between how many and what %inds of people the company requires to produce the current volume of product. There is not a linear relationship between increases in volume and #ersonnel requirements. )n increase of 7 percent in annual production will not necessarily require a 7 percent increase in managers. It might, though, require a 7 percent increase in entry2 level wor%ers, depending upon their productivity levels. The #ersonnel Requirements #lanning *orm22'hort Term, is used by planners to estimate the numbers of people and s%ills a company will need within the ne,t year. The #ersonnel Requirements #lanning *orm22.ong Term, is used for periods beyond one year. +hen using the wor%sheet, a planner discusses actual needs with various managers. He or she also gets input from top management. The planner enters on the wor%sheet a consensus, tempered by personal %nowledge and e,perience, of everyoneMs best estimates. *orecasting high2level personnel needs is directly related to the accuracy of the companyMs plans, particularly its long2range ones. The planner must ma%e allowances for promotable individuals within the company, as well as the need to recruit managers from outside. Requirements for high2level personnel do not appear as quic%ly as for production people. The business can grow substantially before it becomes necessary to create new areas which require managers or new divisions or groups headed by general managers. ) planner must ta%e these lags in the timing of personnel requirements into account.
W?AT ROLE DOES T?E PERSONNEL PLANNER PLAY IN SUCCESSION PLANNINGE Every company should have a succession plan that identifies a qualified subordinate who is ready to replace each %ey manager or e,ecutive. +hile the planner has no authority to select successors, he or she should, with the help of top management, prepare a succession chart that does name subordinates who can step up when a superior departs. The 'uccession (hart ;327 / should, of course, be %ept strictly confidential. )dvance publication is li%ely to demorali&e managers who find themselves passed over. The names above each "ob title are the incumbents. The names below the line are the prospective successors. ) more complete chart would e,tend further to show the succession at more levels, especially in a large company. To be useful, the succession chart must be %ept up2to2date. ?OW DO PERSONNEL PLANNING ?ELP COPE WIT? SHILL S?ORTAGESE Rapid advances in technology cause serious mismatches between the "obs that are available and the number of people with the necessary s%ills to fill those "obs. In addition, rising levels of education have brought with them rising e,pectations among employees at all levels. )s a result, some wor%ers will not accept training or positions that they believe are not beneficial to their careers. 0y analy&ing tas%s, the #ersonnel planner often finds that a company is not achieving ma,imum efficiency in its use of a certain type of talent. 'ome "obs are held by individuals who have more advanced s%ills or training than is needed. 'ometimes the tas% can be done by a lower2level wor%er, rather than, say, a university educated employee. The planner should bring this situation to the attention of managers who have the authority to ma%e the necessary changes and thus relieve what seems to be a s%ills shortage. 39 MANPOWER PLANNING
)nother approach which the planner might use would be to redesign "obs. Reducing boredom and monotony, and increasing comfort, often increases productivity. )s a result, positions for which s%ills are in short supply may not require more personnel, as more productive and s%illed individuals produce more. <ne company, faced with a shortage of s%illed warehouse wor%ers, built automated warehouses. That reduced the number of wor%ers needed while increasing efficiency in the warehousing operation. <ther options include finding machines that can do the wor%@ brea%ing down s%illed "obs into less s%illed components@ or modifying the product to eliminate the need for the s%ill that is in short supply. W?AT IS INVOLVED IN ADMINISTRATIVE CONTROL REGARDING A PERSONNEL PROGRAME The planner must monitor the system on a continuing basis to ensure that it gets results. Hour #ersonnel planner will benefit from clearly e,pressed interest in the program from top management. 'uch recognition gains cooperation throughout the organi&ation. +hatever actions are ta%en in #ersonnel planning that affect the s%ills or e,periences of wor%ers, office employees, supervisors or managers, must be recorded. )ll such data must be made part of each individualMs personnel record. They must also be entered on the plannerMs s%ills inventory. <nly when this is done can the planner %now the nature and number of personnel and s%ills available.
R,.!-$r r,'ort0 1ro& ,'$rt&,nt 2,$ 0 '-$( $ '$rt #n $ &#n#0t,r#n. t2, P,r0onn,- '-$nn#n. 'ro.r$&> In1or&$t#on t2, P,r0onn,- '-$nn,r 02o!- r,",#B, on $ r,.!-$r %$0#0 #n"-! ,0: 2 )bsentee rate 2 Turnover rate 2 Hard2to2fill "obs 2 -ames of e,ceptional individuals and their s%ills 2 Requests for training programs 2 Individuals who have been trained in certain s%ills but are not wor%ing at the s%ill in which they are most proficient !onitoring the program allows the #ersonnel planner to compare what was planned with what is actually happening. Thus, monitoring provides an important form of administrative control. NEED OF MANPOWER PLANNING #) In"r,$0, #n t2, 0#G, o1 t2, %!0#n,00:* +it the e,pansion of the plant, a large number of wor%ers are required to be recruited. )t the time of ta%ing the decision for e,pansion of he plant, a stoc% of the e,isting manpower should be ta%en and future need of the personnel should be assessed. Ti sis very essential to %now whether new responsibilities should be assigned from among the e,isting personnel or personnel should be recruited afresh outside to met the challenges of the new responsibilities.
:##) E11,"t#B, r,"r!#t&,nt $n 0,-,"t#on 'o-#"(:* *uture need may be predicted by manpower planning, hence only right man on the right "ob at the right time may be recruited and selected. The enterprise is not to invest much amount on the training of such wor%ers who are recruited and placed after proper scrutiny. The rate of labor turnover is also reduced by an effective manpower planning. :###) R, !"t#on #n -$%or "o0t:* In order to maintain the supremacy over other competitive firms, it is in the interest of eh organi&ation to control the cost of labor by effective use of manpower and thus reducing the wastage. This can be well done by manpower planning. :#B) ABo# #n. #0r!'t#on #n 'ro !"t#on:* !anpower planning may help the organi&ation procuring the s%illed and qualified wor%ers because future needs of personnel may be estimated before hand and they are recruited and trained on the basis of a well developed recruitment and training policy thus lowering the amount of e,penditure on training. The production is carried on uninterrupted. :B) N$t#on$- #0r!'t#on #n 'ro !"t#on:* -ational policy on employment does not permit any employer to oust the wor%er recruited by the organi&ation. Therefore, it is very essential to recruit the wor%ers according to the needs of the enterprise and to develop a recruitment policy of the organi&ation to avoid any unnecessary hardship in the near future. <nly manpower planning can help the organi&ation in this regard.
:B#) N$t#on$- 'o-#"( on ,&'-o(&,nt:* -o effective employee development programme can be wor%ed out unless it is lin%ed with the manpower requirements of the organi&ation. +hile developing e employee development programme, the talent, abilities and motives of he individuals as well as the organi&ational ob"ectives in relation to the manpower should be ta%en into consideration. )n effective manpower planning can only help the organi&ation to ma%e its employee development programme effective. BENIFITS OF MANPOWER PLANNING Human resources planning anticipate not only the required %ind and number of employees but also determine the action plan for all functions of personnel management. The ma"or payoffs of human resources planning may be catalogued in the following way. a/ Human resource planning is necessary of all organi&ation .The cooperate pal of the organi&ation regarding e,pansion, diversification, technological change, should be bac%ed up by the availability of human resources. It suggests modification in the plan when the e,pected manpower is not available. b/ It offsets uncertainty and change. 'ometime the organi&ation may have machines and money but not men and consequently the production cannot be started. It offsets such uncertainly and changes to the ma,imum possible and enables the society to have right men at right time and in the right place. c/ It provides scope for advancement and development of employees through training, development etc. d/ It helps to satisfy the individual needs of the employees for the promotions transfers, salary enhancement, better benefits etc. e/ It helps in anticipating the cost of salary, benefits and all the cost of human resources facilitating the formulation of budgets in a society.
f/ It helps to foresee the need for redundancy and plans to chec% of human resources and to change the techniques of management. g/ It helps in planning for physical facilities, wor%ing conditions, the volume of fringe benefits li%e canteen, schools, hospitals, conveyance, child care centers, quarters, company stores etc. h/ It causes the development of various sources of human resources to meet the organi&ational needs. i/ It helps to ta%e steps to improve human resource contributions in the form of increased productivity, sales, turnover etc. "/ It facilitates the control of all functions, operations, contribution and cost of human resources. LIMITATIONS OF MANPOWER PLANNING Int,rn$- L#&#t$t#on0 There are several limitations of planning. 'ome of them are inherit in the process of planning li%e rigidity and other arise due to shortcoming of the techniques of planning and in the planners themselves. 1> R#.# #t( a. #lanning has tendency to ma%e administration infle,ible. b. #lanning implies prior determination of policies, procedures and programme and a strict adherence to them in all circumstances. c. There is no scope for individual freedom. d. The development of employees is highly doubted because of which management might have faced lot of difficulties in future. e. #lanning therefore introduces inelasticity and discourages individual initiative and e,perimentation.
2> M#0 #r,"t, P-$nn#n. a. #lanning may be used to serve individual interests rather than the interest of the enterprise. b. )ttempts can be made to influence setting of ob"ectives, formulation of plans and programme to suit ones own requirement rather than that of whole organi&ation. c. !achinery of planning can never be freed of bias. Every planner has his own li%es, disli%es, preferences, attitudes and interests which is reflected in planning. 3> T#&, "on0!&#n. a. #lanning is a time consuming process because it involves collection of information, its analysis and interpretation thereof. This entire process ta%es a lot of time specially where there are a number of alternatives available. b. Therefore planning is not suitable during emergency or crisis when quic% decisions are required. 3> Pro%$%#-#t( #n '-$nn#n. a. #lanning is based on forecasts which are mere estimates about future. b. These estimates may prove to be ine,act due to the uncertainty of future. c. )ny change in the anticipated situation may render plans ineffective. d. #lans do not always reflect real situations in spite of the sophisticated techniques of forecasting because future is unpredictable. e. Thus, e,cessive reliance on plans may prove to be fatal. 4> F$-0, 0,n0, o1 0,"!r#t( a. Elaborate planning may create a false sense of security to the effect that everything is ta%en for granted. b. !anagers assume that as long as they wor% as per plans, it is satisfactory. c. Therefore they fail to ta%e up timely actions and an opportunity is lost. d. Employees are more concerned about fulfillment of plan performance rather than any %ind of change.
3) MANPOWER PLANNING
)> E8',n0#B, a. (ollection, analysis and evaluation of different information, facts and alternatives involves a lot of e,pense in terms of time, effort and money b. )ccording to Goont& and <$onnell, E,penses on planning should never e,ceed the estimated benefits from planning. E8t,rn$- L#&#t$t#on0 o1 P-$nn#n. 6. #olitical (limate2 (hange of government from (ongress to some other political party, etc. 8. .abor =nion2 'tri%es, loc%outs, agitations. 9. Technological changes2 !odern techniques and equipments, computeri&ation. :. #olicies of competitors2 Eg. #olicies of (oca (ola and #epsi. . -atural (alamities2 Earthqua%es and floods. 1. (hanges in demand and prices2 (hange in fashion, change in tastes, change in income level, demand falls, price falls, etc. IMPORTANCE OF MANPOWER PLANNING =nderstaffing loses the business economies of scale and speciali&ation, orders, customers and profits. <verstaffing is wasteful and e,pensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, and minimum period of notice etc. very importantly, overstaffing reduces the competitive efficiency of the business. #lanning staff levels requires that an assessment of present and future needs of the organi&ation be compared with present resources and future predicted resources. )ppropriate steps then be planned to bring demand and supply into balance. Thus the first step is to ta%e a satellite picture of the e,isting wor%force profile and then to ad"ust this for years ahead by amendments for normal turnover, planned staff movements, retirements etc., in line with the business plan for the corresponding time frames. The wor%force profile is to be studied based on numbers, s%ills, ages, fle,ibility, gender e,perience, forecasting capabilities, character, potential etc. The result should be a series of crude supply situations as would be the outcome of present planning if left unmodified. +hat future 3/ MANPOWER PLANNING
demands will be is only influenced in part by the forecast of the personnel manager, whose main tas% may well be to scrutini&e and modify the crude predictions of other managers. T2, %$0#" 1$"tor0 ,t,r&#n#n. 1!t!r, 0t$11#n. $r,: a. 'ales and production forecasts b. The effects of technological change on tas% needs c. Eariation in the efficiency, productivity, fle,ibility of labor as a result of training, wor% study, organi&ational change, new motivations etc., d. (hanges in employment practices, use of subcontractors etc., e. Eariations due to new legislations e.g., payroll ta,es or their abolition, new health and safety requirements f. (hanges in government policies li%e investment incentives, trade grants etc., +hat should emerge from this blue s%y ga&ing is a thought out and logical staffing demand schedule for varying dates in the future which can then be compared with the crude supply schedules. The comparisons will then indicate what steps must be ta%en to achieve a balance. That in turn, will involve the further planning of such recruitment, training, retraining, labor reductions2early retirement or redundancy or changes in wor%force utili&ation as will bring supply and demand into equilibrium. MANPOWER PLANNING IN ORGANIFATION Intro !"t#on: Human resource planning means deciding the number and type of the human resource required for each "ob, unit and the total company for a particular future date in order to carry2out organi&ational activities. #ersonnel management is productive e,ploitation of manpower resources. This is also termed as B!anpower !anagementM. !anpower !anagement is choosing the proper type of people as and when required. It also ta%es into account the upgrading in e,isting people. !anpower !anagement starts with manpower planning. 37 MANPOWER PLANNING
M$n'o+,r '-$nn#n. #0 $ B$nt$.,o!0 to 1#r& #n 1o--o+#n. &$nn,r> 6. 'hortages and surpluses can be identified so that quic% action can be ta%en wherever required. 2> )ll the r,"r!#t&,nt and selection programmes are based on manpower planning. 9. It also helps to reduce the labor cost as e,cess staff can be identified and thereby overstaffing can be avoided. :. It also helps to identify the available talents in a concern and accordingly training programmes can be chal%ed out to develop those talents. . It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utili&ed in best manner. 1. It helps the organi&ation to reali&e the importance of manpower management which ultimately helps in the stability of a concern. O%=,"t#B,0 o1 ?!&$n R,0o!r", P-$nn#n. ;a/ To recruit and retain the human resource of required quality and quantity ;b/ To foresee the employee turnover and ma%e the arrangements for minimi&ing turnover and filling up of consequent vacancies ;c/ To meet the needs of the programmes of e,pansion, diversification ;d/ To foresee the impact of technology on wor%, e,isting employees and future human resource requirements ;e/ To improve the standards, s%ills, %nowledge, ability, discipline etc., ;f/ To minimi&e imbalances caused due to non2availability of human resources of the right %ind, right number in right time and right place, ;g/ To ma%e best use of its human resources. 36 MANPOWER PLANNING
A B$nt$.,0 o1 M$n'o+,r P-$nn#n.: !anpower planning ensures optimum use of available human resources. 6. It is useful both for organi&ation and nation. 8. It generates facilities to educate people in the organi&ation. 9. It brings about fast economic developments. :. It boosts the geographical mobility of labor. . It provides smooth wor%ing even after e,pansion of the organi&ation. 1. It opens possibility for wor%ers for future promotions, thus providing incentive. 3. It creates healthy atmosphere of encouragement and motivation in the organi&ation. 4. Training becomes effective. 5. It provides help for career development of the employees. B,n,1#t0 o1 ?!&$n R,0o!r", P-$nn#n. Human Resource #lanning ;HR#/ does not stop with finding the required %ind and number of employees but also determines the action plan for all the function of personnel management. The ma"or benefits of human resource planning areD It offsets uncertainty and change. 0ut HR# offsets uncertainties and changes to the ma,imum e,tent possible and enables the organi&ation to have right men at the right place and in right time. It provides scope for advancement and development of employees through training, development etc, It helps to anticipate the cost of salary, benefits and all the cost of human resources, facilitating the formulation of budgets in an organi&ation etc, To foresee the changes in values, aptitude, and attitude of human resource and to change the techniques of interpersonal management etc, 39 MANPOWER PLANNING
It gives an idea of the type of tests to be used and interview techniques in selection based on the level of s%ills, qualifications, intelligence, values etc. of future human resources. It causes the development of various sources of human resources to meet the organi&ational needs. It helps to ta%e steps to improve human resources contributions in the form of increased productivity, sales, turnover etc, It facilitates the control of all the functions, operations, contribution and cost of human resources. N,, o1 M$n'o+,r P-$nn#n. #n Or.$n#G$t#on !an power planning involves two main concept ;i, e/ analy&ing the current human resource and forecast the manpower. !anpower planning ensures optimum use of available human resources. ?!&$n R,0o!r", P-$nn#n. Pro",00D M$n'o+,r P-$nn#n. Human Resource #lanning has to be a systems approach and is carries out in a set procedure. The procedure is as followsD
1> An$-(G#n. t2, "!rr,nt &$n'o+,r #nB,ntor(:
0efore a manager ma%es forcast of future manpower, the current manpower status has to ne analysed. *or this the following things have to be notedD2

Type of organi&ation -umber of departments -umber and quantity of such departments Employees in these wor% units
<nce these factors are registered by a manager, he goes for the future forecasting.
2> M$;#n. 1!t!r, &$n'o+,r 1or,"$0t0* <nce the factors affecting the future manpower forecasts are %nown, planning can be done for the future manpower requirements in several wor% units. 3> D,B,-o'#n. ,&'-o(&,nt 'ro.r$&&,* <nce the current inventory is compared with future forecasts, the employment programme can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans. 3> D,0#.n tr$#n#n. 'ro.r$&&,* These will be based upon e,tent of diversification, e,pansion plans, development programmes, etc. Training programme depend upon the e,tent of improvement in technology and advancement to ta%e place. It is also done to improve upon the s%ills, capabilities, %nowledge of the wor%ers. A"t#B#t#,0 #nBo-B, #n M$n'o+,r P-$nn#n.:

Identifying and designing current and planned organi&ation structure of the organi&ation. Estimating current and future wor%load for different functions and organi&ational units in the organi&ation, and, based on that, estimating the current and future total requirement of people to fill the various positions of different types and at different levels. $eveloping profile or specifications for people to fill the various positions identified. Ta%ing an inventory of e,isting employees in the company, and their capabilities. (omparing the manpower requirements and availability to determine the additional people required in the organi&ation at different times. +hile wor%ing out this requirement, suitable provision is made for li%ely attribution of some of the e,isting employees. 'imilarly while e,amining capability requirements of employees consideration is given to on the development of 32 MANPOWER PLANNING
s%ill and capability of people with wor% e,perience. This activity r,0!-t0 #n identification of the total additional manpower requirements to be fulfilled by various means. $etermining, the means of acquiring the additional required manpower through various means such as e,ternal recruitment, internal transfers and promotions, and training. #reparing recruitment plan. Pr,'$r#n. tr$#n#n. '-$n>
R,",nt Tr,n 0 #n ?RP 1>O!t0o!r"#n.: !ost of the organi&ation started to plan for outsourcing human resource rather than HR# in order to 2 Reduce the cost 2 )void the difficulties in human resource management 2 Reduce the negative implication of overstaffing. 8. Cont#n.,n"( "-$!0, #n ?RP: !ost of the software companies have been implementing time bound pro"ects. 'o the fast delivery has been the vital strategy of many manufacturing companies. most of the companies plan for contingency human resource in order to ensure that no pro"ects is delayed due to human factor.
F$"tor0 to %, "on0# ,r, +2#-, 1or,"$0t#n.@ &$n'o+,r n,, 0 o1 $n or.$n#G$t#on>
)nalysing the corporate and unit level strategies.
2 $emand *orecastingD *orecasting the overall human resources requirements in accordance with the organi&ational plans. 2 'upply *orecastingD <btaining the data and information about the present inventory of manpower and forecast the future changes in the human resources inventory. 2 2 Estimating the net manpower requirement. In case of future surplus than plan for redeployment.
2 In case of future deficit, forecast the future supply of manpower from all sources with reference to plans of other companies. 2 #lan for recruitment, development and internal mobility if future supply is more than or equal to net manpower requirements. 2 #lan to modify and ad"ust the organi&ational plan if future supply will be inadequate with reference to future net requirements. 2 $egree of uncertainty and length of planning period.
D,&$n For,"$0t#n.D The e,isting "ob design and analysis may thoroughly be reviewed %eeping in view the future capabilities, %nowledge and s%ills of present employees. *urther the "obs should be redesigned and reanaly&ed %eeping in view the organi&ational and unit wise plans and programmes, future wor% quantum, future activity or tas% analysis, future s%ills, values, %nowledge and capabilities of present employees and prospective employees. The "obs generally should be designed and analysed reflecting the future human resources and based on future organi&ational plans. Lob analysis and forecast about the future components of human resources facilitate demand forecasting. <ne of 34 MANPOWER PLANNING
the important aspects of demand forecasting of the quantity of human resources ;s%ill, %nowledge values, capabilities etc/ in addition to quantity of human resources. Important forecasting methods areD 6. !anagerial LudgementD =nder this method, managers decide the number of employees required for future operations based on their past e,perience. 8. 'tatistical Techniques IncludeD ratio trend analysis and econometric models. =nder ratio trend analysis, ratios are calculated for the past data and these ratios are used for the estimation of the future manpower requirements.
*or eg. 2 2 2 2 #resent level of production ;6262877 / #resent number of foremen ;6262877 / Ratio is 8777K: Estimated production as on ;6262877 / ;6262877 / 77 777 units 777K 77 O 8777 units
2 *oreman required as on 67
Econometric models for manpower planning are built up by analy&ing the past statistical data and by bringing the relationship among variables. 6. +or% 'tudy TechniquesD =nder this method, total production and activities in terms of clear units are estimated in a year. Then man2hours required to produce each unit is calculated, .ater the required number of employees is calculated.
*or eg.
2 #lanned operations during 877
6,17,777 units
2 'tandard man2hours needed to perform each unit in 877 O 7.8 2 #lanned man2hours needed per year in 877 O :7,777 2 +or% ability per employee in man2hours in 877 2 -umber of employees required in 877 O O 8,777
:7777K87777O87
S!''-( For,"$0t#n. The first step of forecasting the future supply of human resources is to obtain the data and information about the present human resources inventory. E8#0t#n. InB,ntor(: The data relating to present human resources inventory in terms of humans components, number, designation2wise and department wise would be obtained. #rincipal dimensions of manpower planning areD 6. Head counts regarding total, department wise, se,2wise, designation2wise, s%ill2wise, pay roll wise etc. 8. Lob *amily Inventory D It includes number and category of employees of each "ob family i.e. all "obs related to the same category li%e cler%s, cashiers, sub "ob family i.e. all "obs having common "ob characteristics ;s%ill, qualification, similar operations/ li%e production engineer ;mechanical/ and maintenance engineer ;mechanical/ and broad families li%e general administration, production etc. 9. )ge InventoryD It includes age2wise number and category of employees. It indicates age wise imbalances in present inventory which can be correlated in future selections and promotions. 3/ MANPOWER PLANNING
E8#0t#n. #nB,ntor( $t $ 1!t!r, $t, #0 "$-"!-$t, $0 1o--o+0: E,isting inventory at O #resent Inventory additions A #otential .osses ) future date as on today P #otential
E0t#&$t#n. t2, N,t M$n Po+,r R,J!#r,&,nt0: -et manpower requirements in terns of number and components are to be determined in relation to the overall man power requirements for a future date and supply forecast for that date. The difference between overall manpower and future supply of manpower is to be found out. The difference is the net manpower requirement. A"t#on P-$n 1or R, ,'-o(&,nt@ R, !n $n"(DR,tr,n"2&,nt: If future surplus is estimated, the organi&ation has to plan for redeployment, redundancy etc. If surplus is estimated in some "obsKdepartments, employees can be redeployed in other "obsKdepartments where the deficit of employees is estimated. The organi&ation should also plan for training or re2orientation before redeployment of employees. Redeployment ta%es place in the form of transfers. If the deficit is not estimated in any "obKdepartment and surplus is estimated for the entire organi&ation, the organi&ation, in consultation with the trade unions has to plan for redundancy or retrenchment. R,"r!#t&,nt $n S,-,"t#on P-$n: Recruitment and selection plan covers the number and type of employees required, when they are required for the "ob, time necessary for recruitment and selection process, recruitment sources, recruitment techniques to be used, selection procedure to be adopted and selection techniques to be used to subsequently recruiting the required candidates. It also covers the time factor for induction, preliminary training and placement.
FACTOR EFFECTING MANPOWER PLANNING IN AN ORGANIFATION Human resource planning can be defined as the process of identifying the number of people required by an organi&ation in terms of quantity and quality. )ll human resource management activities start with human resource planning. 'o we can say that human resource planning is the principleKprimary activity of human resource management. 1> E&'-o(&,nt:* HR# is affected by the employment situation in the country i.e. in countries where there is greater unemployment@ there may be more pressure on the company, from government to appoint more people. 'imilarly some company may force shortage of s%illed labor and they may have to appoint people from other countries.
2> T,"2n#"$- "2$n.,0 #n t2, 0o"#,t(:* Technology changes at a very fast speed and new people having the required %nowledge are required for the company. In some cases, company may retain e,isting employees and teach them the new technology and in some cases, the company have to remove e,isting people and appoint new. 3> Or.$n#G$t#on$- "2$n.,0:* (hanges ta%e place within the organi&ation from time to time i.e. the company diversify into new products or close down business in some areas etc. in such cases the HR# process i.e. appointing or removing people will change according to situation. 3> D,&o.r$'2#" "2$n.,0:* $emographic changes refer to things referring to age, population, composition of wor% force etc. ) number of people retire every year. ) new batch of graduates with speciali&ation turns out every year. This can change the appointment or the removal in the company. 4> S2ort$., o1 0;#-- !, to -$%or t!rnoB,r :* Industries having high labor turnover rate, the HR# will change constantly i.e. many new appointments will ta%e place. This also affects the way HR# is implemented. )> M!-t#"!-t!r$- +or;1or",:* +or%ers from different countries travel to other countries in search of "ob. +hen a company plans its HR# it needs to ta%e into account this factor also. /> Pr,00!r, .ro!'0:* (ompany has to %eep in mind certain pleasure. Froups li%e human rights activist, woman activist, media etc. as they are very capable for creating problems for the company, when issues concerning these groups arise, appointment or retrenchment becomes difficult. 41 MANPOWER PLANNING
*orecastingD E0t#&$t#n. $n 'r, #"t#n. 1!t!r, "on #t#on0 C EB,nt0 $n t2, n,, 0 C o''ort!n#t#,0 $00o"#$t, +#t2 t2,&>
T,"2n#J!,0 1or For,"$0t#n. St,' 1 D,t,r&#n, 1or,"$0t#n. ',r#o > ;*irst of all, we need to specify period which may be 6 year or more/ St,' 2 D,t,r&#n, "r#t#"$- 1$"tor0 to %, 1or,"$0t, > ;Than we need to identify critical *actors in the environment internal C e,ternal factors li%e industry trend, mar%et condition, C internal growth plans C requirement of manpower, these factors will affect our !anpower #lanning/ St,' 3 S,-,"t For,"$0t#n. &,t2o 0> ;Than after we will select a forecasting method *or e,. !anagerial Ludgement, Trend analysis, and ratio analysis./ St,' 3 G$t2,r #n1or&$t#on $%o!t t2, 'r, #"t, ,nB#ron&,nt> ;'tudy the history C current situation of the factor selected, li%e no of audits C present strength of the firm, data should be reliable information can be collected through survey/ St,' 4 St$t, $00!&'t#on0 $n ,B,-o' 0",n$r#o0>
;$evelop worst case, best case or most li%ely case,/ St,' ) Co&'-,t, P,r1or&$n", :SWOT) $n$-(0#0> ;Estimate how the environment will affect our !anpower planning, positively or negatively.analyse commitment made for use of resourcesD purpose, productKservices, value, clientKcustomer, summari&e stregnth, wea%ness, opportunity C threat for each commitment C ma,imi&e strength eliminate wea%nesses, optimi&e opportunities C neutrali&e threat./ 43 MANPOWER PLANNING
St,' / V$-# $t, or ,B,-o' $ n,+ &#00#on> ;Fet the understanding C acceptance of your peer customersKclient@ your direct report group C approval of your manager./ D,B,-o'#n. S',"#1#" O%=,"t#B,0: +hat !easurable results will satisfy the identified need or issueN Results are stated which are measurable and time2limited. T,"2n#J!,0 1or D,B,-o'#n. S',"#1#" O%=,"t#B,0 St,' 1 U0, $ t#t-, t2$t 0!&&$r#G,0 t2, +or; to %, on,> ;Increase of 87I !anpower of firms present strength/ St,' 2 St$t, %ot2 t2, +or; to %, on,> ;'tate what C why both, what is stated above C whyD To fulfill *irms !anpower Requirement/ St,' 3 St$t, t2, r,0!-t0 to %, $"2#,B, > ;To fulfill firms timely manpower requirement so that we can recruit right no of employee in the firm with in specified time of 6 year./ St,' 3 V,r#1( r,$- 'ro%-,& +#-- %, 0o-B, #1 o%=,"t#B, #0 $"2#,B, > ;To beat timely insufficiency of Human Resource/ St,' 4 V,r#1( on-( on, r,0!-t "ont$#n, #n t2, o%=,"t#B,> ;If not, revise as necessary/
D,B,-o'#n. Str$t,.#,0: A G,n,r$- $''ro$"2 to 1o--o+ #n $"2#,B#n. $ &#00#on or o%=,"t#B,> T,"2n#J!,0 1or D,B,-o'#n. Str$t,.#,0 St,' 1 V$-# $t, or ,B,-o' $ n,+ &#00#on> ;)ssure it is still relevant to the needs of %ey #eer Froup, e,ternal customer, i.e. applicants./ St,' 2 D,t,r&#n, t(', o1 0tr$t,.( (o! n,, > ;(ustomerK(lient 'trategy i.e. we will maintain the policies, program, selection, retention practices that assure strong employee relation./
St,' 3 I ,nt#1( $-t,rn$t#B, 0tr$t,.#,0> ;#urpose, (ustomerKclient, #roductKservice, #eople 'trategy./
St,' 3 EB$-!$t, A-t,rn$t#B,0> St,' 4 S,-,"t t2, %,0t 0tr$t,.(>
T$0;#n.: E0t$%-#02#n. t2, 0,J!,n", o1 +or; 0t,'0 to %, 1o--o+, to $"2#,B, t2, o%=,"t#B,0>
T,"2n#J!,0 1or T$0;#n. St,' 1 I ,nt#1( $"t#on 0t,'0. ;.ist separately each step you can thin% of, without trying to define the sequence in which the steps must be accomplished./ St,' 2 S',"#1( +2$t #0 to %, on,> ;'pecify what is needed to be done in each action step./ St,' 3 Arr$n., t2, 0t,'0 #n S,J!,n",> ;!a%e sure that whether any step is prerequisite to other or not, whether the completion of one step overlap with the completion of another or not, will any steps be completed simultaneously or not./ St,' 3 S',"#1( $""o!nt$%#-#t( 1or ,$"2 0t,'> ;Indicate accountability for each action step in order to ma%e delegation easier C to eliminate misunderstanding about individual wor%./ S"2, !-#n.: E0t$%-#02#n. $ t#&, 0,J!,n", 1or $"t#on 0t,'0> T,"2n#J!,0 1or S"2, !-#n. St,' 1 Con0# ,r t2, 'r#n"#'-, o1 t2, Cr#t#"$- F,+> ;The small no of causative factors in a 'ituation which give rise to the largest part of the results. *or e,ample, some 87I of customers usually account for about 47I of the sales of a product or service./
St,' 2 U0, t2, M#n#&$8 S"2, !-#n. t,"2n#J!,> a/ $etermine how long similar pro"ects have ta%en in the past. b/ (alculate the minimum time. c/ (alculate the ma,imum time. d/ Estimate the most li%ely time. e/ !a%e trade offs as required. B! .,t#n.: A--o"$t#n. t2, R,0o!r",0 n,",00$r( to $"2#,B, t2, o%=,"t#B,> T,"2n#J!,0 1or B! .,t#n. St,' 1 S,-,"t t2, n,, , R,0o!r",0> ;'elect the needed resources li%e !an, !achine, !oney, !aterial, and Information. )lthough normally these resources are converted into the equivalent amount of money. In case of manpower planning, we need to select resources required to complete the !anpower planning. #eople ;+or% force/, time, relevant information, and HR./ St,' 1 A--o"$t, t2, R,0o!r",0 n,",00$r( to "o&'-,t, t2, +or; $n O%=,"t#B,> )llot no of people, amount of time, relevant information, and HR to complete the wor%. 2How much time is required to complete the manpower pro"ectN 2How many people are required to complete the manpower pro"ectN 2+hat information is required to complete the manpower pro"ectN 2How much HR is required to complete the manpower pro"ectN 4/ MANPOWER PLANNING planning planning planning planning
D,B,-o'#n. Po-#"#,0: Establishing standing decisions that apply to recurring questions and problems of concern to the enterprise, or a component thereof, in achieving its ob"ectives.
T,"2n#J!,0 1or D,B,-o'#n. Po-#"#,0 St,' 1 D,1#n, t2, #00!, or 'ro%-,&>

(In
case of !anpower planning, first we need to define problem that what is the problem, why we want to do manpower planning C i.e. Timely unavailability of !anpower/ St,' 2 G$t2,r n,",00$r( #n1or&$t#on on t2, #00!,> ;<nce we define the problem, we need to gather information to develop the policy E,pD -o of employee, -o of audit assignment handled previous year;s/, -o of new audit assignments in the coming year, -o of employee required per audit.etc./ St,' 3 S,"!r, r,"o&&,n $t#on0 1ro& 0,n#or0> ;'eniors C $epartmental head would provide the suggestions C inputs for developing policy/ St,' 3 Dr$1t Po-#"( ;$evelop the policy on the basis of inputs C information/ St,' 4 M$;, r,B#0#on0 ;Review the policy/ St,' ) A o't 'o-#"#,0 47 MANPOWER PLANNING
;Implement the policy after final approval/ St,' / OB,r0,, Po-#"( I&'-,&,nt$t#on ;superviseKobserve after implementation effects./ St,' 7 Po-#"( EB$-!$t#on $n R,B#0#on or Mo #1#"$t#on ;Evaluate, review C modify the policy, if any need arises./ D,B,-o'#n. Pro", !r,0: ) standardi&ed C continuing method of performing repetitive wor%. D,B,-o'#n. Pro",00,0: ) series of wor% steps formed by ta%ing input, adding value to it, and providing an output that meets the needs of internal or e,ternal customers.
)9 MANPOWER PLANNING
1>3 RECRUITMENT PROCESS Recruitment refers to the process of identifying and attracting "ob see%ers so as to build a pool of qualified "ob applicants. The process comprises five interrelated stages, vi&, 6. #lanning. 8. 'trategy development. 9. 'earching. :. 'creening. . Evaluation and control. The ideal recruitment programme is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organi&ation, when offered. Recruitment programmes can miss the ideal in many ways i.e. by failing to attract an adequate applicant pool, by underKover selling the organi&ation or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals responsible for the recruitment process must %now how many and what types of employees are needed, where and how to loo% for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their wor%.
STAGE 1: RECRUITMENT PLANNING: The first stage in the recruitment process is planning. #lanning involves the translation of li%ely "ob vacancies and information about the nature of these "obs into set of ob"ectives or targets that specify the ;6/ -umbers and ;8/ Types of applicants to be contacted. N!&%,r0 o1 "ont$"t : <rgani&ation, nearly always, plan to attract more applicants than they will hire. 'ome of those contacted will be uninterested, unqualified or both. Each time a recruitment #rogramme is contemplated, one tas% is to estimate the number of applicants necessary to fill all vacancies with the qualified people. T(',0 o1 "ont$"t0: It is basically concerned with the types of people to be informed about "ob openings. The type of people depends on the tas%s and responsibilities involved and the qualifications and e,perience e,pected. These details are available through "ob description and "ob specification. STAGE 2: STRATEGY DEVELOPMENT : +hen it is estimated that what types of recruitment and how many are required then one has concentrate in ;6/. !a%e or 0uy employees. ;8/. Technological sophistication of recruitment and selection devices. ;9/. Feographical distribution of labour mar%ets comprising "ob see%ers. ;:/. 'ources of recruitment. ; /. 'equencing the activities in the recruitment process. )3 MANPOWER PLANNING
KM$;,L or KB!(L: <rgani&ation must decide whether to hire le s%illed employees and invest on training and education programmes, or they can hire s%illed labour and professional. Essentially, this is the Bma%e or Bbuy decision. <rgani&ations, which hire s%illed and professionals shall have to pay more for these employees. T,"2no-o.#"$- So'2#0t#"$t#on: The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. )lthough impersonal, computers have given employers and ob see%ers a wider scope of options in the initial screening stage. W2,r, to -oo;: In order to reduce the costs, organi&ations loo% in to labour mar%ets most li%ely to offer the required "ob see%ers. Fenerally, companies loo% in to the national mar%et for managerial and professional employees, regional or local mar%ets for technical employees and local mar%ets for the clerical and blue2collar employees. W2,n to -oo;: )n effective recruiting strategy must determine when to loo%2decide on the timings of events besides %nowing where and how to loo% for "ob applicants .
STAGE 3: SEARC?NG: <nce a recruitment plan and strategy are wor%ed out, the search process can begin. 'earch involves two steps A)> So!r", $"t#B$t#on $n B)> S,--#n.> A)> SOURCE ACTIVATION: Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting ta%es place until lone managers have verified that vacancy does e,ist or will e,ist. If the organi&ation has planned well and done a good "ob of developing its sources and search methods, activation soon results in a flood of applications andKor resumes. The application received must be screened. Those who pass have to be contacted and invited for interview. =nsuccessful applicants must be sent letter of regret. B)> SELLING: ) second issue to be addressed in the searching process concerns communications. Here, organi&ation wal%s tightrope. <n one hand, they want to do whatever they can to attract desirable applicants. <n the other hand, they must resist the temptation of overselling their virtues. In selling the organi&ation, both the message and the media deserve attention. !essage refers to the employment advertisement. +ith regards to media, it may be stated that effectiveness of any recruiting message depends on the media. !edia are several2some have low credibility, while others en"oy high credibility. 'election of medium or media needs to be done with a lot of care.
STEP 3: SCREENING: 'creening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. Even the definition on recruitment, we quoted in the beginning of this chapter, e,cludes screening from its scope. However, we have included screening in recruitment for valid reasons. The selection process will begin after the applications have been scrutini&ed and short2listed. Hiring of professors in a university is a typical situation. )pplication received in response to advertisements is screened and only eligible applicants are called for an interview. ) selection committee comprising the Eice2chancellor, Registrar and sub"ect e,perts conducts interview. Here, the recruitment process e,tends up to screening the applications. The selection process commences only later. P!r'o0, o1 0"r,,n#n. The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified for the "ob. Effective screening can save a great deal of time and money. (are must be e,ercised, however, to assure that potentially good employees are not re"ected without "ustification. In screening, clear "ob specifications are invaluable. It is both good practice and a legal necessity that applicants qualification is "udged on the basis of their %nowledge, s%ills, abilities and interest required to do the "ob. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interview and application blan%s may be used to screen wal%2ins. (ampus recruiters and agency )) MANPOWER PLANNING
representatives use interviews and resumes. Reference chec%s are also useful in screening. STAGE 4: EVALUATION AND CONTROL: Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred areD 2 6. 'alaries for recruiters. 8. !anagement and professional time spent on preparing "ob description, "ob specifications, advertisements, agency liaison and so forth. 9. The cost of advertisements or other recruitment methods, that is, agency fees. :. Recruitment overheads and administrative e,penses. . (osts of overtime and outsourcing while the vacancies remain unfilled. 1. (ost of recruiting unsuitable candidates for the selection process. 1>3 EVALUATION OF RECRUITMENT PROCESS The recruitment has the ob"ective of searching for and obtaining applications for "ob see%ers in sufficient number and quality. Geeping this ob"ective in the mind, the evaluation might includeD 6. Return rate of application sent out. 8. -umber of suitable candidates for selection. 9. Retention and performance of the candidates selected. :. (ost of the recruitment process . Time lapsed data (omments on image pro"ected.
)/ MANPOWER PLANNING
2>1 SELECTION PROCESS 'election is along process, commencing from the preliminary interview of the applicants and ending with the contract of employment.
The following chart gives an idea about selection processD 2 E8t,rn$- EnB#ron&,nt
Int,rn$- EnB#ron&,nt
Pr,-#&#n$r( Int,rB#,+
S,-,"t#on T,0t0
Re"ected )pplication
E&'-o(&,nt Int,rB#,+
R,1,r,n", $n B$";.ro!n An$-(0#0

S,-,"t#on D,"#0#on
P2(0#"$- E8$&#n$t#on
Ao% O11,r
E&'-o(&,nt Contr$"t
)7 MANPOWEREB$-!$t#on PLANNING
$ifference bQw recruitment C selection 1> D,1#n#t#on )ccording to Edwin *lippo, RRecruitment is the process of searching for prospective employees and stimulating them to apply for "obs in the organi&ation.R )ccording to <. $onnell, R'election is the process of choosing from among the candidates, from within the organi&ation or from the outside, the most suitable person for the current position or for the future position.R 2> St,'0 Recruitment involves few steps. 'election involves many steps. 3> M$=or F$"tor In recruitment, advertising the "ob is a ma"or factor. In selection, final selection of a suitable candidate is the ma"or factor. 3> P!r'o0, The purpose of recruitment is to attract ma,imum candidates to the organisation. The purpose of selection is to select the most suitable candidate and to re"ect the other candidates.
)6
4> St$11 D L#n, F!n"t#on Recruitment is done by the personnel department. The personnel department consists of staff officers. 'o recruitment is a staff function. 'election is done by the particular department which has a vacancy. 'o selection is a line function. )> T#&, r,J!#r, Recruitment is a short process. It requires less time because it only involves few steps. )ll these steps can be completed very quic%ly. 'election is a lengthy process. It requires a lot of time because it involves all the steps in the 'election procedure. )ll these steps are very time consuming. /> ?,-' 1ro& E8',rt0 Recruitment is a simple process. It does not require help from e,perts. 'election is a comple, process. E,perts are required to conduct the test, interviews, etc. #sychologists are required to conduct written tests. 'ub"ect e,perts are required to conduct interviews. 'imilarly, $octors are required to conduct medical chec%2ups, physical fitness, etc. 'o different e,perts are required for different steps in the selection procedure. 7> Co0t F$"tor -ormally, Recruitment is not e,pensive. It mostly involves only advertisement cost. 'election is very costly. This is because a lot of money is spent on conducting different types of tests, interviews, medical e,aminations, etc. 'imilarly, the e,perts who conduct selection procedure are paid very high fees. This ma%es selection a very costly process. 6> S!%=,"t#B, D O%=,"t#B, Recruitment is ob"ective in nature. 'election is sub"ective in nature. 'o there are more chances of favouritism and bias in a selection process.
/9
19> Or ,r Recruitment proceeds with a selection. That is, recruitment comes before selection. Recruitment provides the candidates for selection. 'election follows recruitment. That is, selection comes after recruitment. 'election is done from the candidates who are provided by recruitment. R,B#,+ o1 M$n'o+,r P-$n0 $n A #t#on$- M$n'o+,r #n SCC
MAN POWER
CONTRACTUAL :299*249)
PERMANENT EMPLOYEES :314)
LABOURER S
OFFICERS :66)
STAFF :1/)
WORHERS :16))
E8,"!t#B, C $%oB,
A00#0t$nt
/1
?>S SAND?U :AGM < ?RD)
SN PAWAR MANAGER*ES
DEEPAH TAYAL EXECUTIVE II* ?R
ANIL H?URANA MANAGER*IR C WELFARE
DR> ?ARMANDAR SING? MEDICAL CENTRE
ANIL AINDAL ASST> MANAGER A C PO
N>RAMASWAMI SR> SUPERVISOR A C PO Dr> P>D SET?I C?ANDRA?AS S?ARMA GURAANT SING? MANI RAM ROSAWAN AAGAIT SING?
VIAAY HUMAR EXECUTIVE CANTEEN
A>
Review of manpower budgets shall ta%e place on a quarterly basis. In the event of any new position or any deviations to the original plans, details of the positions maybe forwarded to the HR along with the adequate supporting information. The recommendations would normally require a formal approval of the !anaging $irector. )lternately, HR may record the summary of his discussion with the !anaging $irector and the !$s approval on the recommendations, to signify the final decision ta%en regarding the recommendations.
B> C>
Internal sources E,ternal sources
/2
Internal !our/e!
E0ternal Sour/e!
A)*ertise e#ts Pro otio#s a#) Tra#sfers E !"o+ e#t E,c%a#$es
Re/ruitment
E !"o+ee Referra"s
Ca !(s Recr(it e#t
For er E !"o+ees
Co#s("ta#ts
Wa"-&i#s Pre*io(s A!!"ica#ts E& Recr(iti#$
RESEARC? MET?ODOLOGY:* /3
Research refers to search for %nowledge in common or systematic effort to gain new %nowledge. Its a pursuit of truth with the help of steady, comparison and e,periment. The purpose of research is to discover answers to questions through the application of scientific procedures. Research methodology is a way to systematically solve the research problems. This research titled, B!)-#<+ER #.)--I-F )T 'IE. (HE!I(). (<!#.ES see%s to study the process of manpower planning of employees at 'IE. and to analy&e various other ob"ectives, as stated. T2, &,t2o o-o.( !0, 1or 0t! ( "on0#0t, o1 1o--o+#n. $0',"t0: Research design 'ample and its si&e Research instruments 'tatistical analysis RESEARC? DESIGN:* Research $esign refers to >framewor% or plan for a study that guides the collection and analysis of data?. ) typical research design of a company basically tries to resolve the following issuesD $etermining the collection of data $etermining data methods $etermining data sources $etermining primary data collection methods $eveloping questionnaires $etermining sampling plans
/3
EXPLORATIVE RESEARC? DESIGN:*
E,plorative studies are underta%en with a view to %now more about the problem. These studies help in a proper definition of the problem and development of specific hypothesis is to be tested later by more conclusive research designs. Its basic purpose is to identify factors underlying a problem and to determine which one of them need to be further researched by using rigorous conclusive research designs. CONCLUSIVE RESEARC? DESIGN:* (onclusive Research studies are formal in nature and are conducted with a view to eliciting more precise information for purpose of ma%ing mar%eting decisions. T2,0, 0t! #,0 "$n %, ,#t2,r: $escriptive E,perimental Thus it was a mi, of both the tools of research design SAMPLE AND ITS SIFE:* 'ample for collection of primary data is selected among the managerial, supervisors, staff and the wor%ers of the company through interviews and questionnaire. 'election of samples is based on R)-$<! RE#RE'E-T)TIEE ')!#.I-F from all the departments and categories of employees, out of total strength at 'IE. (hemicals, the sample si&e is 8
/4
RESEARC? INSTRUMENTS:* In the survey conducted the research instruments employed were interviews, questionnaires and direct observations. $ata collection sourcesD2 #rimary2Through questionnaire (ontact method #ersonal information 'econdaryD2Through company records STASTICAL ANALYSIS:* The statistical analyses consisted of the following stepsD2 (lassify the data for easy analysis. 'ummari&e the data in form of tabulation )pplying statistical methods of simple percentage C analysis made through stastical tools li%e bar charts and pie charts.
/)
J=E'TI<--)IRE I- '(( !)-#<+ER

A) Do (o! 2$B, $ "-,$r-( 0t$t, R,"r!#t&,nt C S,-,"t#on Po-#"(E *requency )gree $isagree To 'ome E,tent
Tota"
80 70 60 50 40 30 20 10 0 Agree Disagree To some extent
#ercentage 31 : 87
011
(umulative #ercentage 31 47 677
65 6
./
The above table shows 3 I of respondent are close to agree. This means the persons have clarity of recruitment policy@87I of respondent are close to some e,tent, this means the respondents are neither disagree nor agree with the clarity of recruitment policy means they have a little %nowledge about recruitment policy@ I of respondent are close to disagree , this means that they have no %nowledge regarding recruitment policy.
B) W2$t #0 t2, J!$-#t( o1 S#,- C2,&#"$- Co&'-,8 r,"r!#t&,nt S(0t,&E
//
*requenc y Juic% Response for
#ercentage 87
(umulative #ercentage 31
requirement 0ringing in Juality #eople #roper Total coordination with 67 67 8 :7 :7 677 17 677
other departments
40 35 30 25 20 15 10 5 0
Quick response for requirement
ringingin qua!it" peop!e
#roper coor$ination %it& ot&er $epartments
The above table shows that 87I of total population feels that company responds quic%ly for the requirement, :7I feels that company believes in bringing quality people and :7I of population feels that there is proper coordination among the various department of the company so the requirement can be identify
C) W2$t R,"r!#t&,nt So!r",0 $r, !0, E *requency #ercentage (umulative /7
#ercentage )dvertisement Employee Referral (onsultants #ortal )ll of these Total 8 68 8 6 87 : 87 4 :4 677 87 8: :: 8 677
The above table shows that 87Iof the population thin%s that advertisements are used for recruitment and selection, :I of population thin%s that employee referrals are used, 8 I thin%s that consultants are used thin%s that portals are used as a source of recruitment and 7I of population feels that all of these sources are used for recruitment. as a source for recruitment and selection.6I of population D) Do,0 SIEL C2,&#"$- Co&'-,8 $ o't Int,rn$- R,"r!#t&,nt So!r", #>,> Tr$n01,r C Pro&ot#onE *requency #ercentage (umulative /6
#ercentage )gree $isagree Total 8 87 47 87 677 47 677
80 70 60 50 40 30 20 10 0 Agree Disagree
The above table shows that 47I of the population thin%s that promotions and transfers are used as a source for recruitments and 87I of the population disagrees with this. It means that they thin% that promotions and transfers are not used for recruitments.
E) W2#"2 0o!r", o1 R,"r!#t&,nt #0 %,tt,r 1or "o&'$n(E *requency Internal 'ource 8 #ercentage 4 (umulative #ercentage 4 79
E,ternal 'ource $epends on 'ituation C#ost Total 8 64
87 38 677
84 677
80 70 60 50 40 30 20 10 0
'nterna! source
(xterna! source
Depen$ingon situation an$ post
The above chart shows that 3I of population feels that internal source of recruitment are good for company, 65I of population feels that e,ternal sources are better than internal sources and 3:Iof the whole feels that type of source for recruiting depends on the situation and pos
F) R$n; t2, 5!$-#t#,0 #n t2, or ,r o1 (o!r 'r,1,r,n", on t2, %$0#0 o1 +2#"2 (o! 0,-,"t "$n # $t,> Jualification E,perience '%ills #ersonality 71
$epend on Lob Eariety
G) ?o+ &$n( St$.,0 $r, 1o--o+, #n 0,-,"t#on 'ro", !r,E *requency Two Three *our 6 3 9 #ercentage 17 84 68 (umulative #ercent 17 44 677 72
Total
677
60 50 40 30 20 10 0 T%o T&ree )our
The above chart shows that 17I of the population feels that there are two stages followed in selection process, 84I thin%s that three 'tages are followed and only 68I of the whole thin%s that four stages are followed.
?) S2o!- t2,r, %, 0,"!r#t#G$t#on o1 $''-#"$t#on0 %,1or, #nt,rB#,+E *requency )gree $isagree Total 86 : 8 #ercent 4: 61 677 (umulative #ercent 4: 677
73
100 80 60 40 20 0 Agree Disagree
The above table shows 4:I of the population thin%s that there should be securiti&ation of applications before interview as we can come to %now whether a candidate is suitable for the "ob or not and if it is not done it would lead to wastage of precious man2hours interviewing a candidate who is actually unsuitable for the "ob.61Iof the population thin%s that there should not be any securiti&ation of applications because an application may not be the true representation of the qualification and capabilities of the candidate. It can only be ascertained with a face2to2face interaction, so call letters should be sent to all candidates.
I)
S2o!- J!$-#1#"$t#on %, "on0# ,r, +2#-, 0,-,"t#onE *requency )gree $isagree Total 6 8: 8 #ercentage : 51 677 73 (umulative #ercentage : 677
The above table shows that 51I of the population thin%s that qualification should be considered while recruitment and selection as qualification is a prerequisite for a person to understand the "ob and deliver fruitful results. +ithin this stipulated time frame as population broadens the persons hori&on.:I of the population thin%s that qualification should not be considered while recruitment and selection, they feel this because person may not be qualified but he may perform well on his "ob with his e,perience.
A) S2o!- t2, t,0t0 -#;, ',r0on$-#t(@ #nt,--#.,n", ,t" %, "on !"t, +2#-, 0,-,"t#onE *requency )gree $isagree Total 89 8 8 #ercentage 58 4 677 (umulative #ercentage 58 677
74
The above table shows that 58I of the population the tests li%e personality tests, intelligence tests etc. should be conducted as mere qualification cannot achieve results. Intelligent application of the qualification is a prerequisite to ensure a harmonious and productive wor%ing environment.4I of the population thin%s that selection tests should not be conducted. )t times the person may not perform well in psychometric tests but they may have acquired talent and capability to perform well on the assigned "ob.
H) S2o!- t2, ,8t,rn$- 0o!r",0 o1 r,"r!#t&,nt -#;, "on0!-t$nt0@ r,1,r,n",0 %, "on0# ,r, +2#-, r,"r!#t&,nt $n 0,-,"t#onE *requency )gree $isagree Total 6: 66 8 #ercentage 1 :: 677 (umulative #ercentage 1 677
7)
60 50 40 30 20 10 0 Agree Disagree
The above table shows that 1I of the population thin% that consultants and placement agencies should be considered as e,ternal consultants and placement agencies have the requisite e,perience to recogni&e talent for a particular "ob.::I of the population thin%s that consultants and placement agencies should not be considered because every organi&ation has its own peculiar needs, these may not be ta%en into account by the consultants while recommending a candidate for the "ob. 'econdly the consultants may have vested interests in recruiting candidates for a particular "ob %nowing fully well that the candidate is not the best.
L) Do (o! t2#n; C$&'!0 R,"r!#t&,nt0 "$n %r#n. .oo r,0!-t0 #n r,"r!#t&,nt $n 0,-,"t#onE *requency )gree $isagree Total 65 1 8 #ercentage 31 8: 677 (umulative #ercentage 31 677
7/
80 70 60 50 40 30 20 10 0 Agree Disagree
The above table shows that 31I of the population thin%s that campus recruitments can bring good results because campus recruitment helps in catching raw talent at young and impressionable age .at this age the candidate is raw, is not spoiled by the fiercely competitive environment and as a result can be molded to the requirement of the organi&ation.8:I of the population thin%s that campus recruitment cannot bring good results because campus recruitments results in the inta%e of ine,perienced candidates and the organi&ation has to spend a lot of man hour and money to train them, before they can bear fruitful results
M) Do (o! t2#n; Pro&ot#on0 $n Tr$n01,r0 $&on. t2, 'r,0,nt ,&'-o(,,0 "$n %, $ .oo 0o!r", o1 r,"r!#t&,ntE *requency )gree $isagree Total 6 67 8 #ercentage 17 :7 677 (umulative #ercentage 17 677
77
60 50 40 30 20 10 0 Agree Disagree
The above table shows that 17I of the population thin%s that promotions and transfers can be a good source of recruitment because any employee in an organi&ation loo%s to growth and aspire to ripe with time. #romotions and Transfers are a good tool to achieve this aim and %eep productive and loyal employees within the organi&ation.:7I of the population disagrees with this because they feel transfers can lead to discontentment within the employees as he would need to dislocate from one place and relocate at another place resulting in insecurity and dissatisfaction
N) Ar, $ B,rt#0,&,nt0 t2, %,0t &,t2o o1 r,"r!#t#n. ',r0on0 1or 2#.2,r $n ,8',r#,n", =o%0E *requency )gree $isagree Total 89 8 8 #ercentage 51 : 677 (umulative #ercentage 51 677
76
The above table shows that 51I of the population agrees with the statement that advertisements are the best method of recruitment because advertisements help the organi&ation to get the best and most e,perienced people for the "ob specially at a higher level, thereby insuring that the right man for the right "ob is recruited.:I of the population disagrees with this.
O) C$n ,&'-o(,, r,1,rr$-0 'roB# , J!#t, $ -$r., 'oo- o1 'ot,nt#$- or.$n#G$t#on$- &,&%,r0E *requency )gree $isagree Total 3 64 8 #ercentage 84 38 677 (umulative #ercentage 84 677
69
80 70 60 50 40 30 20 10 0 Agree Disagree
The above table shows that 84I of the population agrees with the statement that employee referrals provide a large pool of potential organi&ational members as a person referring a candidate is already an employee of the organi&ation and he would not recommend an unsuitable candidate because it is a matter of reputation also.38I of the population disagrees with this because employee referrals can lead to unsuitable people being recruited as the person recommending may have vested interests in getting a candidate a "ob
P) Do (o! t2#n; "o&&!n#"$t#on 0;#--0 '-$( $ &$=or ro-, #n 0,-,"t#on o1 $ "$n # $t,E *requency )gree $isagree Total 86 : 8 #ercentage 51 : 677 (umulative #ercentage 51 677
61
5) Do (o! 1,,- #n (o!r ,'$rt&,nt r#.2t ',r0on #0 '-$", $t t2, r#.2t =o%E *requency )gree $isagree (annot 'ay Total 9 5 69 8 #ercentage 68 91 8 677 (umulative #ercentage 68 :4 677
62
60 50 40 30 20 10 0 Agree Disagree *snnot sa"
The above table shows that 68I of the population thin%s that right person is placed at the right "ob in their department,91I disagrees with this and 8I of the population cannot say whether the person is rightly place or not. It has been proved time and again through various studies carried out all over the world that it is a basic psychological tendency of a human being to assume that he is the best person for a particular "ob and nobody else can do better than him whatever the level of e,perience and competence.
R) S2o!- tr$#n#n. %, .#B,n $t t2, t#&, o1 In !"t#on Pro.r$&&,E *requency Hes -o (annot 'ay Total 63 9 8 #ercentage 14 68 87 677 (umulative #ercentage 14 47 677
63
70 60 50 40 30 20 10 0 +es ,o *annot sa"
The above table shows that 14I of the population thin%s that training should be given at the time of induction programme,68I of the population thin%s that training should not be given at the time of induction programme it should be given later and 87I of the population cannot say anything regarding training
S) W2$t 02o!- %, t2, !r$t#on o1 tr$#n#n. 'ro.r$&&,E *requency 6 +ee% 8 +ee%s 9 +ee%s Total 3 6: : 8 #ercentage 84 1 61 677 (umulative #ercentage 84 4: 677
63
60 50 40 30 20 10 0 1 %eek 2 %eeks 3 %eeks
The above table shows that 84I of the population thin%s that duration of the training programme should be of 6 wee%, 1I of the population thin%s that duration of training programme should be of 8 wee%s and 61I of population agrees with the duration of three wee%s for training.6 wee% training period is too short and a person is hardly oriented towards the "ob,8 wee%s time helps the person in getting oriented towards the "ob and provide sufficient opportunity to learn the basics required to do the "ob. the training should be intervened with adequate responsibility and decision ma%ing opportunity given to the trainee candidates
F#n #n.0 6/ Employees do prefer the training process of 8wee%s 8/ Employees dont prefer Training and induction at same time period 9/ Employees prefer that advertisements are good source of recruitment for higher posts :/ Employees prefer that campus selection brings good results in company / Employees do say that communications play a motivational role during selection 1/ Employees prefer that qualification shouldnt be considered during the recruitment and selection 3/ 0ringing in quality people and coordination with other departments are best qualities of HR department of 'IE. (HE!I().' 64
4/ )ll data is %ept by #ersonnel department 5/ The manpower planning is done on the annual requirement of the company
LIMITATIONS OF T?E STUDY:* 'ome employees might have given biased information There might be mista%es in interpreting the information obtained correctly. $ue to constraints the study was limited in e,tent. $ue to the use of convenience sampling technique the sample might not represent the true preferences of the population.
6)
RECOMMENDATIONS AND SUGGESTIONS:*
(ompress the >white space? in your hiring through screening process TIE =# +ITH !<RE C !<RE (<-'=.)T)-T' *R<! !=.TI#.E 'EF!E-T' D2 G-<+ +H)T H<= )RE .<<GI-F *<R I- ()-$I$)TE'D2 <ne si&e doesnt fits allD2 0lend technology into every aspect of your recruiting and hiring processD2 (reate winning impression on even those who are not selectedD2 6/
)--ESURE A) Do (o! 2$B, $ "-,$r-( 0t$t, R,"r!#t&,nt C S,-,"t#on Po-#"(E a. )gree b. $isagree c. To some e,tent B) W2$t #0 t2, J!$-#t( o1 S#,- C2,&#"$- Co&'-,8 r,"r!#t&,nt S(0t,&E a. Juic% response for recruitment b. 0ringing in quality people c. #roper coordination with depts. 67
C) W2$t R,"r!#t&,nt So!r",0 $r, !0, E a. )dvertisement b. Employee referral c. (onsultants d. #ortal e. )ll of these D) Do,0 SIEL C2,&#"$- Co&'-,8 $ o't Int,rn$- R,"r!#t&,nt So!r", #>,> Tr$n01,r C Pro&ot#on a. )gree b. $isagree E) W2#"2 0o!r", o1 R,"r!#t&,nt #0 %,tt,r 1or "o&'$n(E a. Internal b. E,ternal c. $epends of situation C #ost
F) R$n; t2, 5!$-#t#,0 #n t2, or ,r o1 (o!r 'r,1,r,n", on t2, %$0#0 o1 +2#"2 (o! 0,-,"t C$n # $t, a. Jualification b. E,perience c. '%ills d. #ersonality e. $epends of "ob variety G) ?o+ &$n( St$.,0 $r, 1o--o+, #n 0,-,"t#on 'ro", !r,E 66
a. Two b. Three c. *our ?) S2o!- t2,r, %, 0,"!r#t#G$t#on o1 $''-#"$t#on0 %,1or, #nt,rB#,+E a. )gree b. $isagree I) S2o!- J!$-#1#"$t#on %, "on0# ,r, +2#-, 0,-,"t#onE a. )gree b. $isagree A) S2o!- t2, t,0t0 -#;, ',r0on$-#t(@ #nt,--#.,n", ,t" %, "on !"t, +2#-, 0,-,"t#onE a. )gree b. $isagree H) S2o!- t2, ,8t,rn$- 0o!r",0 o1 r,"r!#t&,nt -#;, "on0!-t$nt0@ r,1,r,n",0 %, "on0# ,r, +2#-, r,"r!#t&,nt $n 0,-,"t#on a. )gree b. $isagree L) Do (o! t2#n; C$&'!0 R,"r!#t&,nt0 "$n %r#n. .oo 0,-,"t#onE a. )gree b. $isagree M) Do (o! t2#n; Pro&ot#on0 $n Tr$n01,r0 $&on. t2, 'r,0,nt ,&'-o(,,0 "$n %, $ .oo 0o!r", o1 r,"r!#t&,ntE a. )gree b. $isagree r,0!-t0 #n r,"r!#t&,nt $n
199
N) Ar, $ B,rt#0,&,nt0 t2, %,0t &,t2o o1 r,"r!#t#n. ',r0on0 1or 2#.2,r $n ,8',r#,n", =o%0E a. )gree b. $isagree O) C$n ,&'-o(,, r,1,rr$-0 'roB# , J!#t, $ -$r., 'oo- o1 'ot,nt#$- or.$n#G$t#on$&,&%,r0E a. )gree b. $isagree
P) Do (o! t2#n; "o&&!n#"$t#on 0;#--0 '-$( $ &$=or ro-, #n 0,-,"t#on o1 $ "$n # $t,E a. )gree b. $isagree 5) Do (o! 1,,- #n (o!r ,'$rt&,nt r#.2t ',r0on #0 '-$", $t t2, r#.2t =o%E a. )gree b. $isagree c. (annot 'ay
R) S2o!- tr$#n#n. %, .#B,n $t t2, t#&, o1 In !"t#on Pro.r$&&,E a. Hes b. -o c. (annot 'ay S) W2$t 02o!- %, t2, !r$t#on o1 tr$#n#n. 'ro.r$&&,E a. 6 wee%s b. 8 wee%s c. 9 wee%s 191
Con"-!0#on !anpower planning plays a vital role in Human Resource activity of an organi&ation. Human Resource is an asset to every organi&ation. !anpower planning mainly involves determining the needs and supply of human resource and the available sources. The organi&ation should ma%e !anpower #lanning in such away that it should satisfy both organi&ation and employer at a higher level. It result in creating wor%ing environment and maintain better employee and employer relationship.
192
BIBLIOGRAP?Y NEWS PAPERS: TI!E' <* I-$I) THE E(<-<!I( TI!E' MAGAFINES: 0='I-E'' +<R.$ 0='I-E'' T<$)H I-$I) T<$)H PERIODICALS AND REPORTS: 193
0='I-E'' I-$I), )#RI.2 !)H, 8771 I-$I) T<$)H, !)R(H, 8771 WEB: +++>.oo.-,>"o& +++>0oo'-,>"o& 2tt':DD+++>0#,-"2,&#"$->"o&D1,, %$";>2t& 2tt':DD+++>0#,-"2,&#"$->"o&D"2,&#"$->2t& 2tt':DD+++>&$+$n$0!.,r>"o&D"2,&#"$-M"o&'-,8>2t& 2tt':DDr,"r!#t&,nt>n$!;r#2!'>"o& The literature of 'IE. (HE!I().'
193

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SUBMITTED TO) Mr!* +rena

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Internal sources E,ternal sources

A)*ertise e#ts Pro otio#s a#) Tra#sfers E !"o+ e#t E,c%a#$es

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EXPLORATIVE RESEARC? DESIGN:*

J=E'TI<--)IRE I- '(( !)-#<+ER

(umulative #ercentage 31 47 677

B) W2$t #0 t2, J!$-#t( o1 S#,- C2,&#"$- Co&'-,8 r,"r!#t&,nt S(0t,&E

*requenc y Juic% Response for

Quick response for requirement

ringingin qua!it" peop!e

#roper coor$ination %it& ot&er $epartments

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100 80 60 40 20 0 Agree Disagree

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100 80 60 40 20 0 Agree Disagree

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70 60 50 40 30 20 10 0 +es ,o *annot sa"

60 50 40 30 20 10 0 1 %eek 2 %eeks 3 %eeks

RECOMMENDATIONS AND SUGGESTIONS:*

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