Manpower planning


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manpower planning in corporates

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Manpower planning

  1. 1. Presented byPurva Kini Roshan Dsouza Yatin Sheth Nitin Lanke Vinay Kalekar
  2. 2. “Human resource planning is the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization”.   Manpower planning is also know as personnel planning or human resource planning. Estimating or projecting the number of personnel with different skills required over time or for a project, and detailing how and when they will be acquired. MPP Consists of : 1. Forecasting 2. Developing 3. Controlling
  3. 3. 1. Ascertaining manpower needs in number and kind. 2. It presents an inventory of existing manpower of the organization. 3. Helps in determining the shortfall or surplus of manpower. 4. Initiation of various organizational programmes. 5. Acquisition, utilization, improvement and prevention of human resources.
  4. 4. 1. It is the first step towards manpower management. 2. It refers to the process of using available assets for the implementation of the business plans. 3. It also involves the process of coordinating and controlling various activities in the organization. 4. Efficient utilization & skilled labour. 5. Higher productivity. 6. It checks the corporate plan of the organization. 7. It helps to face the shortage of certain categories of employees and/or variety of skills despite the problem of unemployment. 8. The rapid changes in technology, marketing, management etc. and the consequent need for new skills and new categories of employees. 9. The changes in organization design and structure affecting manpower demand.
  5. 5. 1. Internal Factors 2. External Factors
  6. 6. 1. Policies and strategies of the company. 2. Human resource policy of the company. 3. Formal and Informal groups. 4. Time Horizons (long term or short term). 5. Company’s production operations policy. 6. Trade Unions
  7. 7. 1. Government’s policies. 2. Business environment. 3. Level of Technology. 4. Social Factors. 5. International Factors.
  8. 8. 1. Analyzing org 2. Demand forecasting ◦ Managerial Judgement ◦ Work study techniques ◦ Employment trends ◦ Replacement needs ◦ Growth and expansion ◦ Productivity 3. Supply Forecasting Existing inventory ◦ Potential losses – temporary/permanent ◦ Potential additions 4. Estimating the net human resource requirement
  9. 9. 5. 6. In case of future surplus – plan for redeployment, retrenchment and lay-off In case of future deficit – forecast the future supply of human resources from all sources with reference to plans of other companies 7. Plan for recruitment, development and internal mobility if future supply is more than or equal to net human resource requirements 8. Plan to modify or adjust the organizational plan if future supply will be inadequate with reference to future net requirements.
  10. 10. 1. Analysing the current manpower resource. 2. Reviewing employee utilization. 3. Forecasting the demand for employees. 4. Forecasting supply. 5. Developing a manpower plan.
  11. 11. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Manpower planning ensures optimum use of available human resources. It is useful both for organization and nation. It generates facilities to educate people in the organization. It brings about fast economic developments. It boosts the geographical mobility of labor. It provides smooth working even after expansion of the organization. It opens possibility for workers for future promotions, thus providing incentive. It creates healthy atmosphere of encouragement and motivation in the organization. Training becomes effective. It provides help for career development of the employees.
  12. 12. 1. Shortages and surpluses can be identified. 2. All the recruitment and selection programs are based on manpower planning. 3. Reduce labour cost & over staffing can be avoided. 4. Manpower can be utilized properly.
  13. 13. 1. Predict manpower plans. 2. Design job description and the job requirements 3. Find adequate sources of recruitment. 4. Give boost to youngsters by appointment to higher posts. 5. Best motivation for internal promotion. 6. Look after the expected losses due to retirement, transfer and other issues. 7. See for replacement due to accident, death, dismissals and promotion.
  14. 14. 1. Resistance by employer 2. Resistance by employees 3. Resistance by trade unions 4. Uncertainties 5. Inadequacies of Information system 6. Identify crisis 7. Slow and gradual process 8. Co-ordination with other management functions 9. Integration with organizational plans
  15. 15.     The Transportation, Logistics, Warehousing and Packaging Sector in India currently employs around 7.3 million persons. Of these, the maximum proportion is employed in the Road Transport Segment and personnel employed in the Road Transport and Rail Transport Segments constitute over 90% of the total employment in this sector in India. Established logistics hubs in India include Mumbai, Kolkata and Chennai while the emerging hubs are Gurgaon, Vizag, Nagpur and Indore. Emerging hubs such as Jamshedpur, Alwar, Ahmedabad, Bangalore and Ambala, and nascent hubs such as Kochi will further help fuel the growth of the Transportation, Logistics, Warehousing and Packaging Sector in India.
  16. 16.  During our interaction with the industry as part of our Internship, I understood the proportion of workforce at various functional levels across different segments.  As seen in the following tables, a significant proportion of the workforce is involved in operations at the worker level, followed by supervisory and other top level management personnel across functions.  While in road transport, warehousing the majority of employment is across core operations; in ship and rail a considerable percentage is also involved in support activities such as communication with customer, sales and marketing functions.
  17. 17. Functions Distribution Senior management 1-2% Middle management 3-5% Supervisory staff 10-13% Worker level (truck drivers, loaders, goods handlers) 70-80%
  18. 18. Educational Qualification Road Transport Warehousing 3 PL Providers Rail Transport Ship Transport Graduate 0-5% 5-10% 50-60% 20-30% 40-50% Matriculate 10-15% 35-40% 20-25% 50-60% (including diploma holders) 30-35% Literate but non matriculate 50-55% 25-30% 10-15% Very minimally educated 20-25% 15-20% 10-15% 10-15%
  20. 20.  According to the Coordinated Port Development Plan’ of the Indian Ports Association, the projected revenue of major ports in India is expected to grow at a CAGR of 9.5% from Rs. 5,446 crore in 2008 to Rs. 9,375 crore by 2014.  Keeping in mind the overall GDP growth, we project that the revenue of all ports would grow from Rs. 7,000 crore in 2008 to over Rs. 25,150 crore in 2022, at about at a CAGR of 9.5%.  The employment in the port sector would increase from the current levels of over 93,000 persons to about 2.2 lakh persons by 2022.