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Man power planning
 

Man power planning

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Manpower Planning Training course one day.

Manpower Planning Training course one day.

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    Man power planning Man power planning Presentation Transcript

    • Prepared by : Gihan Aboueleish
    •  Manpower planning Definition. Forecast personnel requirements Cope with change Use existing manpower productively Promote employees in a systematic manner. Recruitment; Dif., Policy, Objectives & internal/external recruitment. Assessing HR Strategy. HRP , process , inventory , Gap , Limitations & Effectiveness. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • According to Geisler, “Manpower planning is theprocess – including forecasting, developing andcontrolling by which a firm ensures that it has- • The right number of people, • The right kind of people, • At the right places, • At the right time, doing work for whichthey are economically most useful”. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Human resource planning is the process ofanticipating and carrying out the movement ofpeople into, within, and out of the organization.Human resources planning is done to achievethe optimum use of human resources and tohave the correct number and types ofemployees needed to meet organizational goals. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  HRM= People Dimension in Management HRM has 4 steps: ATMM (Acquisition, Training and Development, Motivation & Maintenance ) Getting and Keeping good people is critical to the success of every organization whether it be public or private MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • “Change”MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • • Human Resource Planning is the process by which anorganization ensures that it has the right number and kind ofpeople, at the right places, at the right time, capable ofeffectively and efficiently completing those tasks that will helpthe organization achieve its overall objectives.( Source: Decenzo and Robbins 2000, Personnel/Human Resource Management))• HR/ Manpower Planning is the process of acquiring andutilizing human resources in the organization. It ensures thatthe organization has the right number of employees in the rightplace at the right time.( Source: Adhikari, Dev Raj, 2001,Human Resource Management ) MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Reservoir of talent. Prepare people for future. Expand or contract. Cut costs. Succession planning MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Linking business strategy withoperational strategy:HRP is an important process to maintain the linkbetween business strategy and it operation. Itfollows different procedures including the need toassess the impact of technological changes on newjobs and new skills.(Example: Nepal Telecom staff used to operate Wireless Set before, but at presentcomplex IT equipments must to handle.) MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Minimizing the risk of loosing:By forecasting the needs of technical and otherhuman resources it can minimize the future risk ofloosing. Delay in recognizing human resources mightbe costly and expensive in the future.(Example: Government run banks are compelled to upgrade own staff by providinglatest skills and knowledge to them to compete with other fast growing bankingorganizations.) MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • HRP needs for HRD :HRP is important for planning the investment in thedevelopment and utilization of human resources.Any investment in the HR activities is considered aninvestment for the future growth and developmentof the organization.(Example: When curriculum has to be changed, required knowledge and skills ofteachers/instructors should be developed prior to implement the new curriculum.So, educational institutions have to be aware of that) MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • HRP is pro-active, not reactive :For solving any sort of future HR problem HRP is pro-active rather than re-active.(Example: HRP might be helpful to accommodate governmentlegislation regarding inclusion, qualification, possible futuredemand of trade unions) MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • HRP is not in isolation :HRP recognizes that there must be an explicit linkbetween planning function of human resources andother organizational functions, such as strategicplanning and market forecasting. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • HRP is promotes awareness :HRP promotes the awareness that human resourceactivities are equally important at every level of theorganization. Both lone and staff managers have tobe involved in HR planning activities. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  It’s a systematic approach. Why??? ‘cause it ensures acontinuous and proper staffing. It avoids or checks onoccupational imbalances (shortage or surplus) occurringin any of the department of the organization. 2. There is a visible continuity in the process. 3. There is a certain degree of flexibility. That is, it is subject to modifications according to needs of the organization or the changing circumstances. Manpower plans can be done at micro or the macro levels 3depending upon various environmental factors. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Forecasting future manpower requirements. Making an inventory of present manpower resources and assessing the extent to which these resources are employed optimally. Anticipating manpower problems by projecting present resources into the future Planning the necessary programs of requirement, selection, training, development, util ization etc MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Purpose of recruitment is to build a pool of applicants. Itconsists of the process of searching fore obtaining application so as to seek the right person for the right job during the selection process. Recruitment precedes selection process recruitment is affected by internal as well as external factors of the organization. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Recruitment policy is a part of the personnel policy of the organization. Itreflects the philosophy of hiring people related to the needs of the culture of the organization. Factors taken into account when forming recruitment policy are governmental policies & laws , personnel policies of competitors , industry practices , recruitment needs , selection criteria , etc. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • 1. To attract people with multiple skills & experience.2. To induct outsiders with fresh new look.3. To develop organizational culture that promotes competence.4. To extract the best talent from the competitors & gain leverage over them.5. To fill in position which are yet to be defined or future positions. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Internal recruitment seeks applications for positions from employees who are already working within the organization .It’s done through ;1. Present employee.2. Employee referral3. Former employee.4. Previous applications. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Advantages & Disadvantages ofinternal /external recruitment. “ Open discussion” MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • How strategy affects?The organization’s objectives and strategies for thefuture determine future need of human resources. Itmeans number and mix of human resources arereaction to the overall organizational strategy. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Implications of future demandsProjection of future human resource needs and futuredirection of the organization is done basing upon theassessment of its current human resources situation.So, year by year analysis for every job level and type isnecessary.Organization usually needs heterogeneous mix of people butit is not easy task to maintain all type of people in theorganization. If accurate estimates are to be made of futuredemand in both qualitative and quantitative terms, a lot ofinformation is required. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Implications of future supplyIncrease and decrease of future humanresources assessed by estimating changes ininternal supply looking at different factors ofchanges.So, increasing and decreasing of humanresources is normal. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Increasing supplyIncrement in human resource supply can be done bycombination of following sources:• New hiring : easily predictable with high accuracy• Transfer of personnel: affects in other unit and so difficult.• Individuals returning from long leaves: Such asmaternity, military service. These are easy to estimate as theyare for fixed period. But difficulties arises when the periodexceeds not from the cause of the organization. In thissituation the organization can not fire the employee as perlegislation. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Decreasing supplyDecrease in human resource supply can be done bycombination of following sources:• Retirements : easily predictable with high accuracy but verydifficult to forecast voluntary quits, prolonged illness anddeaths.• Dismissals: It can be forecast within reasonable limits ofaccuracy.• Sabbaticals: easy to predict as it is given to the employees infrequent intervals, especially to the universities teachersusually with full salary paying. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • Forecasting the Demand for Human Resource*External challenge -Economic development -Political, legal, social and technical change -Competition -Organizational decisions -Workforce factors MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • *External challenge -Forecasting techniques - Expert forecast - Trend analysis.-Other methods Workforce analysis( av. loss mp) Work load analysis( job/persons) Job analysis( job description & job specification) MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Internal labor supply (techniques) -Staffing table( employees / job) -Mark of analysis( past / future) -Skills inventory( record match with job) -Replacement chart( profile of people ) External labor supply MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Demand Supply Reconciliation of manpower needed. Formulating HR PlansRecruitment plan( no., type & when )Redeployment plan(transfer &retrain )Redundancy plan( layoffs )Training plansProductivity plan( job redesign, mech., job simplification )Retention plan( tackle turnover) Control points MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    • A. Workforce analysis to determine the rate of influxand outflow of employee.B. Workload analysis, with which one can calculatethe numbers of persons required for various jobswith reference to a planned output.C. Job analysis: Job analysis helps in finding out theabilities or skills required to do the jobs efficiently. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Top level executives are responsible. Plansare laid by HRD in consultation with other dept. heads. HRDoffer council and advice to dept. heads MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  Accuracy- Itsnot possible to track the current and future trends correctly. Support- Top management may not accept the policies of HRD. Number game- Excessive focus on quantitative aspects thereby ignoring qualitative aspects. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January
    •  HR plan must fit in with the overall plan. Consistent support from top management should be there. Up-to-date employee skill inventory. Company should maintain computerized human resource information system. Proper co-ordination between HRD and other depts. MANPOWER PLANNING - Gihan Aboueleish Wednesday, January