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Manpower Planning
Dr. Elijah Ezendu
FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
“Manpower planning is the system of
matching the supply of people-
internally (existing employees) and
externally (those to be hired or
searched for)- with the openings the
organisation expects to have over a
given time frame.”
- Lloyd Byars & Leslie Rue
Manpower planning enables an
organisation to get hold of the right
number and class of people
required for operations within a
defined timeframe.
Reasons For Manpower Planning
• Projection of corporate objectives unto human
resource objectives
• Forestalling shortage of workers
• Ensuring sufficient skill pool
• Employee career development
• Succession planning
• Boost human capacity utilization
• Development of effective attraction and
retention systems
• Build up highly skilled and flexible workforce
• Managing short and long term requirements
• Avoidance of wrong-sizing
• Purposeful competitiveness in human capital
Trends that Influence Manpower Planning
• Staff Turnover
• Employee Advancement
• Business Growth
• New Skill Requirements
• Obsolescence of Current Skills
• Labour Costs
• Migration Force
• Locally Induced Competition
• Foreign Direct Investment Surge
• Social Changes
• Technological Changes
• National Economy
• Ethical Pressure
• Legal Framework
• Demographic Changes
• Disruptive Innovation
Contemporary Steps in Manpower Planning
Ascertain organizational objectives
Determine impact of organizational objectives on each
department, section and unit
Find out the KSA required to achieve stated objectives
Ascertain net manpower requirements
(Future manpower requirements at specific time less
current manpower level)
Establish resourcing action for mitigating against gap
Determine type and number of human resources
required to achieve stated objectives
Skills
inventory
Predictable
changes
Deaths,
Promotions,
Resignations,
Transfers,
Discharges,
Retirements
Furlough,
Attrition,
Discharge
Recruitment,
Selection,
Development
Negative Positive
The Process of Human Resource Planning
Business Strategic
Plans
Work Environment
Analysis
Scenario Planning
Resourcing Strategy
Human Resource
Plans
Demand/ Supply
Forecasting
Resourcing Productivity
Operational
Effectiveness Analysis
Labour Turnover
Analysis
FlexibilityRetention
Work Environment
Source: Michael Armstrong, A Handbook of Human Resource Management Practice
Components of Skills Inventory
• Bio-Data
• Job History
• Work Experience
• General Education
• Professional Qualifications
• Training History
• Achievements
• Skills
• Future Assignments (Company & Personal Preferences)
• Medical History
• Talent Summary Pinpointing Levels of Relevance,
Scarcity, Uniqueness, Risk of Absence, Contributory
Performance Index and Aggregate Intellectual Value
Ascertaining Future Manpower Requirements
• Delphi method
• Scenario planning
• Ratio trend analysis
• Computer simulation
• Labour demand and supply analysis
• Work study techniques
Resourcing Action
• Retention Support Scheme
• Retraining
• Learning & Development
• Using Expatriate Workers
• Grooming Bonded Workers
• Outsourcing
• Recruitment & Selection
• Furlough
• Attrition
• Redundancy
• Downsizing
• Workers Exchange Alliance
Manpower Supply
Internal labour
market
External labour
market
Flexibility Plan
• Contract workers
• Outsourcing
• Shift workers
• Job sharing
• Commission based workers
• Overtime arrangements
• Teleworking
Manning Template
This is structured to show the
required levels of manning per unit/
section/ department at various
growth levels.
It serves as a control measure for
implementing rightsizing
organisation-wide.
Common Problems in
Manpower Planning
• Lack of understanding
• Top management buy-in
• Trouble of techniques
• Relationship with Organizational Plan
• Initial effort demand
• Assumption
• Misinformation
Regular Reports from Departmental Heads
• Staff Turnover Rate
• Absentee Rate
• Difficult-to-fill jobs
• Demand for Training Programmes
• Trained employees who are proficient
but not positioned to use acquired skills
effectively
• List of outstanding employees and their
aggregate abilities
Succession Planning Chart
Position: Manager (Marketing)
Incumbent: John Tunde
Back up: Spencer Grace
Position: Asst. Manager (marketing)
Potential/ Promotability: HP PN
Position: Asst. Manager (Marketing)
Incumbent: Spencer Grace
Potential/ Promotability: HP & PN
Back up: Simeon Banjoko
Position: Marketing Executive
Potential/ Promotability: HP & PN
Position: Asst. Manager (Marketing)
Incumbent: Richard Ayinde
Potential/ Promotability: MP & P3
Back up: Bumi Hanson
Position: Marketing Executive
Potential/ Promotability: HP & PN
Position: Asst. Manager (Marketing)
Incumbent: Ayeni Frank
Potential/ Promotability: LP & P1
Back up: NBU
Position:
Potential/ Promotability:
Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise
in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround
Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-
Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business
Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova
Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of
GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training),
Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management
Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead
Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited;
Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles),
Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping;
Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria;
Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic
Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria;
Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa;
Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost
Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of
Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business
Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of
Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting
intangible contributions of host communities and ecological environment: A model celebrated globally
as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host
communities. He had served as Examiner to Professional Institutes and Universities. He had been a
member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.
Thank You

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Manpower Planning

  • 1. Manpower Planning Dr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
  • 2. “Manpower planning is the system of matching the supply of people- internally (existing employees) and externally (those to be hired or searched for)- with the openings the organisation expects to have over a given time frame.” - Lloyd Byars & Leslie Rue
  • 3. Manpower planning enables an organisation to get hold of the right number and class of people required for operations within a defined timeframe.
  • 4. Reasons For Manpower Planning • Projection of corporate objectives unto human resource objectives • Forestalling shortage of workers • Ensuring sufficient skill pool • Employee career development • Succession planning • Boost human capacity utilization • Development of effective attraction and retention systems • Build up highly skilled and flexible workforce • Managing short and long term requirements • Avoidance of wrong-sizing • Purposeful competitiveness in human capital
  • 5. Trends that Influence Manpower Planning • Staff Turnover • Employee Advancement • Business Growth • New Skill Requirements • Obsolescence of Current Skills • Labour Costs • Migration Force • Locally Induced Competition • Foreign Direct Investment Surge • Social Changes • Technological Changes • National Economy • Ethical Pressure • Legal Framework • Demographic Changes • Disruptive Innovation
  • 6. Contemporary Steps in Manpower Planning Ascertain organizational objectives Determine impact of organizational objectives on each department, section and unit Find out the KSA required to achieve stated objectives Ascertain net manpower requirements (Future manpower requirements at specific time less current manpower level) Establish resourcing action for mitigating against gap Determine type and number of human resources required to achieve stated objectives Skills inventory Predictable changes Deaths, Promotions, Resignations, Transfers, Discharges, Retirements Furlough, Attrition, Discharge Recruitment, Selection, Development Negative Positive
  • 7. The Process of Human Resource Planning Business Strategic Plans Work Environment Analysis Scenario Planning Resourcing Strategy Human Resource Plans Demand/ Supply Forecasting Resourcing Productivity Operational Effectiveness Analysis Labour Turnover Analysis FlexibilityRetention Work Environment Source: Michael Armstrong, A Handbook of Human Resource Management Practice
  • 8. Components of Skills Inventory • Bio-Data • Job History • Work Experience • General Education • Professional Qualifications • Training History • Achievements • Skills • Future Assignments (Company & Personal Preferences) • Medical History • Talent Summary Pinpointing Levels of Relevance, Scarcity, Uniqueness, Risk of Absence, Contributory Performance Index and Aggregate Intellectual Value
  • 9. Ascertaining Future Manpower Requirements • Delphi method • Scenario planning • Ratio trend analysis • Computer simulation • Labour demand and supply analysis • Work study techniques
  • 10. Resourcing Action • Retention Support Scheme • Retraining • Learning & Development • Using Expatriate Workers • Grooming Bonded Workers • Outsourcing • Recruitment & Selection • Furlough • Attrition • Redundancy • Downsizing • Workers Exchange Alliance
  • 12. Flexibility Plan • Contract workers • Outsourcing • Shift workers • Job sharing • Commission based workers • Overtime arrangements • Teleworking
  • 13. Manning Template This is structured to show the required levels of manning per unit/ section/ department at various growth levels. It serves as a control measure for implementing rightsizing organisation-wide.
  • 14. Common Problems in Manpower Planning • Lack of understanding • Top management buy-in • Trouble of techniques • Relationship with Organizational Plan • Initial effort demand • Assumption • Misinformation
  • 15. Regular Reports from Departmental Heads • Staff Turnover Rate • Absentee Rate • Difficult-to-fill jobs • Demand for Training Programmes • Trained employees who are proficient but not positioned to use acquired skills effectively • List of outstanding employees and their aggregate abilities
  • 16. Succession Planning Chart Position: Manager (Marketing) Incumbent: John Tunde Back up: Spencer Grace Position: Asst. Manager (marketing) Potential/ Promotability: HP PN Position: Asst. Manager (Marketing) Incumbent: Spencer Grace Potential/ Promotability: HP & PN Back up: Simeon Banjoko Position: Marketing Executive Potential/ Promotability: HP & PN Position: Asst. Manager (Marketing) Incumbent: Richard Ayinde Potential/ Promotability: MP & P3 Back up: Bumi Hanson Position: Marketing Executive Potential/ Promotability: HP & PN Position: Asst. Manager (Marketing) Incumbent: Ayeni Frank Potential/ Promotability: LP & P1 Back up: NBU Position: Potential/ Promotability:
  • 17. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e- Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, RTEAN; Director, MMNA Investments; Chair, Int’l Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is Innovator of Corporate Investment Structure Based on Financials and Intangibles, for valuation highlighting intangible contributions of host communities and ecological environment: A model celebrated globally as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to Professional Institutes and Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.