Man power planning

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Man power planning

  1. 1. Group 9
  2. 2. 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.
  3. 3. Manpower Planning has an important place in the field of industrialization. It has to be a systematic approach and is carried out in a set of procedure: 1) Analysing the current manpower inventory 2) Making future manpower forecasts 3) Developing employment programmes 4) Design training programmes
  4. 4. Key to managerial functions The four managerial functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions.
  5. 5. Efficient utilization- Efficient management of personnelsbecomes an important function in theindustrialization world of today. Seting oflarge scale enterprises require managementof large scale manpower. It can be effectivelydone through staffing function.
  6. 6. Motivation- Staffing function not only includes puttingright men on right job, but it also comprisesof motivational programmes, i.e., incentiveplans to be framed for further participationand employment of employees in a concern.Therefore, all types of incentive plansbecomes an integral part of staffing function.
  7. 7. Better human relations- A concern can stabilize itself if humanrelations develop and are strong. Humanrelations become strong trough effectivecontrol, clear communication, effectivesupervision and leadership in a concern.Staffing function also looks after training anddevelopment of the work force which leads toco-operation and better human relations.
  8. 8. Higher productivity- Productivity level increases when resourcesare utilized in best possible manner. higherproductivity is a result of minimum wastageof time, money, efforts and energies. This ispossible through the staffing and its relatedactivities ( Performance appraisal, trainingand development, remuneration)
  9. 9. Analyzing the current manpower inventory- Before a manager makes forecast of futuremanpower, the current manpower status hasto be analysed. For this the following thingshave to be noted-Type of organization Number of departments Number and quantity of such departments Employees in these work units Once these factors are registered by a manager, he goes for the future forecasting.
  10. 10. Making future manpower forecasts- Once the factors affecting the futuremanpower forecasts are known, planning canbe done for the future manpowerrequirements in several work units. The Manpower forecasting techniques commonly employed by the organizations is by:  Expert Forecasts  Trend Analysis  Work Load Analysis  Work Force Analysis
  11. 11. More in Detail…..  Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique.  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.
  12. 12.  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.
  13. 13.  Developing employment programmes- 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 plans.
  14. 14.  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.
  15. 15. Manpower Planning is a two-phased processbecause manpower planning not onlyanalyses the current human resources butalso makes manpower forecasts and therebydraw employment programmes.
  16. 16. Manpower Planning is advantageous to firm in following manner: Shortages and surpluses can be identified so that quick action can be taken wherever required. All the recruitment and selection programmes are based on manpower planning. It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided.
  17. 17.  It also helps to identify the available talents in a concern and accordingly training programmes can be chalked 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 utilized in best manner. It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern.
  18. 18. Schedulingis an important toolfor manufacturing and engineeringmanagement, where it can have a majorimpact on the productivity of a process. It answers the Concerns of : PRIORITY And CAPACITY
  19. 19. In manufacturing, the purpose of schedulingis to minimize the production time andcosts, by telling a production facility when tomake, with which staff, and on whichequipment. Production scheduling aims to maximizethe efficiency of the operation and reducecosts.
  20. 20. Companies use backward and forward scheduling to allocate plant and machinery resources, plan human resources, plan production processes and purchase materials.
  21. 21.  Forward scheduling is planning the tasks from the date resources become available to determine the shipping date or the due date. Backward scheduling is planning the tasks from the due date or required-by date to determine the start date and/or any changes in capacity required.
  22. 22. The benefits of production scheduling include:  Process change-over reduction  Inventory reduction, leveling  Reduced scheduling effort  Increased production efficiency  Labor load leveling  Accurate delivery date quotes  Real time information
  23. 23. Thank You !
  24. 24.  https://docs.google.com/viewer?url=http%3A %2F%2Fhermien.dosen.narotama.ac.id%2Ffiles %2F2011%2F04%2FPPSDM-XII.ppt http://www.slideshare.net/vidyuth/productio n-scheduling-12132351#btnNext http://www.sasknetwork.ca/html/Employers/ hr/Module1-HR.pdf http://www.managementstudyguide.com/ma npower-planning.htm

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