The document discusses human resource planning in the transportation, logistics, warehousing and packaging sector in India. It states that the sector currently employs around 7.3 million persons, with the majority employed in road transport and rail transport. It notes that established logistics hubs include Mumbai, Kolkata and Chennai, while emerging hubs are Gurgaon, Vizag, Nagpur and Indore. The document then provides tables showing the typical proportion of employees at different functional levels and with various educational qualifications across different segments like road transport, warehousing, and rail transport.

1. Presented byPurva Kini
Roshan Dsouza
Yatin Sheth
Nitin Lanke
Vinay Kalekar

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. 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. 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. 1.
Internal Factors
2.
External Factors

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. 1.
Government’s policies.
2.
Business environment.
3.
Level of Technology.
4.
Social Factors.
5.
International Factors.

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. 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. 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. 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. 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. 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. 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

16. 



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.

17. 
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.

18. Functions
Distribution
Senior management
1-2%
Middle management
3-5%
Supervisory staff
10-13%
Worker level (truck drivers, loaders,
goods handlers)
70-80%

19. 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%

21. 
PLEASE REFER WORD DOC ATTCHED WITH
MAIL

22. 
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.

23. GETTING THE RIGHT
PEOPLE
AT THE RIGHT PLACE
ON THE RIGHT TIME