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    Manpower Planning

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    Prashant Kumar
    1. Manpower planning, also called human resource planning, involves forecasting an organization's future personnel needs and developing plans to meet those needs. 2. The key steps in human resource planning are analyzing current manpower, making future forecasts, and developing employment and training programs. 3. Factors that must be considered include future personnel needs, coping with changes in the workforce, creating a talented workforce, protecting vulnerable groups, and developing strategies for international operations.

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    Manpower Planning

    Uploaded by

    Prashant Kumar
    44 views11 pages
    1. Manpower planning, also called human resource planning, involves forecasting an organization's future personnel needs and developing plans to meet those needs. 2. The key steps in human resource planning are analyzing current manpower, making future forecasts, and developing employment and training programs. 3. Factors that must be considered include future personnel needs, coping with changes in the workforce, creating a talented workforce, protecting vulnerable groups, and developing strategies for international operations.

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    1. Manpower planning, also called human resource planning, involves forecasting an organization's future personnel needs and developing plans to meet those needs. 2. The key steps in human resource planning are analyzing current manpower, making future forecasts, and developing employment and training programs. 3. Factors that must be considered include future personnel needs, coping with changes in the workforce, creating a talented workforce, protecting vulnerable groups, and developing strategies for international operations.

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    © All Rights Reserved
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    44 views11 pages

    Manpower Planning

    Uploaded by

    Prashant Kumar
    1. Manpower planning, also called human resource planning, involves forecasting an organization's future personnel needs and developing plans to meet those needs. 2. The key steps in human resource planning are analyzing current manpower, making future forecasts, and developing employment and training programs. 3. Factors that must be considered include future personnel needs, coping with changes in the workforce, creating a talented workforce, protecting vulnerable groups, and developing strategies for international operations.

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    Manpower Planning

    Name-Prashant kumar
    Cse-E
    System id -2019634763
    HMM305 Presentation
    Submitted to- Ms Nidhi sharma
     Manpower Planning which is also called as Human Resource Planning
    consists of putting right number of people, right kind of people at the
    right place, right time, doing the right things for which they are suited
    for the achievement of goals of the organization. Human Resource
    Planning has got an important place in the arena of industrialization.
    Human Resource Planning has to be a systems approach and is
    carried out in a set procedure. The procedure is as follows:
    1. Analysing the current manpower inventory
    2. Making future manpower forecasts
    3. Developing employment programs
    4. Design training programs
    1. Future Personnel Needs clubbed with current needs Eg – Public Sector
    2. Coping with the change- Eg- voluntary quits, discharges, marriage,
    promotions seasonal and cyclical fluctuations, high rise in std of living
    3. Creating Highly Talented People- Eg- L&T having 70% of MBA’s &
    Engineer employees
    4. Protection of Weaker Sections – Eg– Plan for quota SC& ST categories
    etc
    5. International Strategies- Eg Jet Airways has 30% of pilots as expats
    6. Resistance to Change and Move
    7. Foundation for Personnel Functions
    8. Increasing Investments in Human Resources
    1. Type & Strategy of organization – Eg. Acquisitions or mergers would have
    layoff as a strategy because of job duplication, AI & IA merger
    Organizational growth cycles & Planning- Embryonic , growth, matured and
    decline phase
    Environmental Uncertainties Eg – the expansion of the aviation industry ther
    has been an interim shortage of technical personnel such as pilots
    1. Time Horizon
    2. Type and Quality of forecasting information
    3. Nature of jobs being filled
    4. Off loading of the work
    Decision on the time span for the HRP Process
    Implementation of the HRP process
    HRP Process should be compatible with the
    organization’s policies and objectives

    Realistic and feasible process should be planned for


    It should be an integral part of the corporate plan
    HRP Process – Diagram
    Managerial Judgement
    Managers across all levels sit together and forecast on their own
    judgment. This can be a top-down approach or bottom up approach
    and the judgments could be reviewed across departments, divisions
    and top management which could conclude on the final figures. Eg-
    Used in smaller organizations.
    Ratio Trend Analysis
    It involves studying past ratios and forecasting future ratios making
    some allowance for changes in the organization for its methods.
    Work Study Techniques
    It is possible when work measurement to calculate the length of
    operations and the amount of manpower required. The starting point
    can be production budget, followed by standard hours, output per
    hour, man-hours required etc
    Delphi Techniques
    It solicits estimates from a group of experts, and HRP
    experts normally acting as intermediaries, summarizes
    various responses and reports the findings back to experts
    Flow Models
    This technique involves the flow of following
    components . Determine the time required , establish
    categories, count annual movements, estimate probable
    transitions. Here demand is a function of replacing those
    who make a transition
    Existing Human Resources
    The existing employees can be categorized as skills inventories and managerial
    inventories
    Skill Inventory
    Personal data, skills, Special Qualifications, Salary, Job history ,Company
    data ,capabilities special preferences etc
    Management Inventory – Work History, SW, Promotion Potential, Career Goals,
    Number and type of subordinates etc
    Internal sources of supply
    Inflows and Outflows (transfers, promotion, separations, resignations, retirements, etc)
    Turnover rate( No of sep pa./avg empl. Pa x 100)
    Conditions of work (leaves , absences )
    Productivity level
    Job movements ( job rotations or cross functional utilizations )

    External sources of supply


    New blood, new experience , replenish the lost personnel.
    Recruitment and Selection
    Training and Development
    Retraining and Redeployment
    Retention plan
    Downsizing Plans
    Control and Evaluation of HRP

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