Human Resource management process step1- manpower planning

1. MANPOWER PLANNING

2. MANPOWER PLANNING
It is an attempt to forecast how many and what kind of
employees of various types, comparing these needs with the
present and expected workforce, and determining the number
and types of employees to be recruited or phased out of the
organisation (Bright, 1976)
It is also a determination beforehand the personnel
requirement of an organisation in terms of the quality,
quantity, time of need and strategies for attaining the plan.

3. MANPOWER PLANNING
– Manpower planning determines the human resources
required by the organization to achieve its strategic goals.
– it is ‘the process for ensuring that the human resource
requirements of an organization are identified and plans
are made for satisfying those requirements’ (Braham,
2008)
– Manpower planning involves the forecasting for the future
and finding out how many employees will be needed in the
future by the business and what types of skills should they
possess (Adetoyinbo, 2006).

4. MANPOWER PLANNING

5. Reasons for Manpower Planning cont.
According to Armstrong 2014
1. Obtains and retains the number of people it needs with the skill,
expertise and competences required
2. Makes the best use of its human resources
3. Anticipate the problems of potential surpluses or deficits of people
4. Develop a weel trained and flexible workforce
5. Reduce dependence on external recruitment when key skills are in short
supply. (Retention and staff development strategies)
According to Fajana (2002)
1. To ensure the optimum use of the human resource currently employed
2. To provides for the future personnel needs in terms of skills, number and
age.

6. Importance of Manpower Planning
• It helps to determine the present recruitment
• It helps in solving the problem of overstaffing
• Reduces redundancy among staff and find ways to optimize possible
redundant staff
• It helps attract and retain quality staff
• It helps to meet the possible needs of future expansion and
diversification
• It helps to monitor labour cost
• It helps to reduce the possible shortage of quality staff of the right type,
number, time, place and skill
• It provides opportunity for career training and development.

7. Classifications of HR planning
• Existing staff
• Potential staff
• New recruits
• Redundant staff
• Leavers {retirement/ retrenchment}

9. On the period basis
• Long Term Planning:
– this enhances period of 5 to 10 years.
– Such planning embraces all aspects of
organizational growth
– It considers the mission and vision statement of
the organization
– It fosters environmental scanning
– It promotes expansion, development and
achievement

10. On the period basis
• Intermediate/Medium Term Planning:
– this enhances period of 3 to 5 years.
– Such planning embraces the intermediate goals
– It considers the medium term goals of the
organisation

11. On the period basis
• short Term Planning:
– this requires the immediate needs and demand
for employees
– it often deals with the budgetary system
– It covers the period of 1 to 2 years.

12. STEPS IN MANPOWER PLANNING
1. Assessment of Needs
An organisation is concern with determining the
number and composition of staff required for now
and in future. The analysis is based one
– organization size
– Its product
– Planned growth etc.

13. Steps In Manpower Planning
Job analysis: Organisation identifies all jobs that will be available at a specified future
time. This is done through forecasting based on growth, size, objectives, aspiration etc. it
is a process of identifying the duties involved in a job and determine the skills required of
a person to perform it.
Job descriptions are written statements that describe the:
 Duties,
 Responsibilities,
 Most important contributions and outcomes needed for a position,
 Required qualifications of candidates, and
 Reporting relationship and co-workers of a particular job.
Job Specification is a document which describes minimum acceptable education,
experience, skills, knowledge required to perform and accomplish a task or activity

14. Steps In Manpower Planning
2. Evaluation of Current Status of Personnel-
This involves taking an inventory of the current personnel that is
available in an organisation. It is also called staff audit. During the
audit, current practices, policies and procedures are reviewed through
HR information system (HRIS).
HRIS contains: name of the personnel, department, qualifications,
skills, experience, sex, age, time joined the organisation etc

15. Steps In Manpower Planning
3. Making future manpower forecasts-
Once the factors affecting the future manpower forecasts are known,
planning can be done for the future manpower requirements in several work
units. The Manpower forecasting techniques commonly employed by the
organizations are as follows:
– Expert Forecasts: This includes informal decisions, formal expert surveys etc.
– Trend Analysis: Manpower needs can be projected through extrapolation
(projecting past trends), indexation (using base year as basis), and statistical
analysis (central tendency measure).
– Work Load Analysis: It is dependent upon the nature of work load in a
department, in a branch or in a division.
– Work Force Analysis: Whenever production and time period has to be
analysed, due allowances have to be made for getting net manpower
requirements.
– Other methods: Several Mathematical models, with the aid of computers are
used to forecast manpower needs, like budget and planning analysis,
regression, new venture analysis.

16. Steps In Manpower Planning
4. Preparation for recruitment
Once the current inventory is compared with future
forecasts, the employment programmes can be framed and
developed accordingly, which will include recruitment,
selection procedures and placement plan

17. Steps In Manpower Planning
4. Design training programmes-
These will be based upon extent of diversification, expansion
plans, development programmes, etc. Training programmes
depend upon the extent of improvement in technology and
advancement to take place. It is also done to improve upon
the skills, capabilities, knowledge of the workers

18. Approaches to human resource planning

19. Problems facing HR Planning
• Finance
• Expertise
• Forecasting
• Resistance to change
• Records problem
• Nature and size of the organization
• Economic policy
• Leadership
• Environment
• Government policy
• Business ownership
• Nepotism/favouritism

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