MANPOWER PLANNING-
HUMAN RESOURCE
Man power planning or human resource
planning is “the process by which management determines how an organization
should move from the current manpower to the desired manpower position. Through
planning, a management strives to have the right number and the right kind of
people at the right place, to do things which result in both individual and the
organization receiving the maximum long range benefit.
Coleman has defined human resource or
manpower planning as “the process of determining manpower requirements and the
means for meeting those requirements in order to carry out the integrated plan
of the organization.”
Stainer defines manpower planning as “strategy
for the acquisition, utilization, improvement, and preservation of an enterprise’s
human resources. It relates to establishing job specifications or the
quantitative requirements of jobs determining the number of personnel required
and developing sources of manpower.
According to Wickstrom, manpower planning
consists a series of activities ie
- forecasting
future manpower requirements
- making
an inventory of present manpower resources
- anticipating
manpower problems by projecting present resources into the future and
comparing them with the forecast of requirements to determine their adequacy,
both quantitatively and qualitatively
- planning
recruitment selection, training, development, utilization, transfer,
promotion motivation and compensation to ensure that future manpower
requirements are properly met
thus, it will be noted that manpower
planning consists in projecting future manpower requirements and development
manpower plans for the implementation of the projections.
Manpower planning is a double edges
sword. If used properly, it leads to the maximum utilization of human resources,
reduces excessive labor turnover and high absenteeism, improves productivity
and aids in achieving organizational goals. If not used properly, it leads to
disruption in the flow of work, lower production, less job satisfaction, high
cost of production and constant headaches for management personnel. Therefore,
for the success of an enterprise, manpower planning is very important function.
For an individual it is important because
it helps to improve his skills and potential to the utmost. For an organization
it is important as it improves its efficiency and productivity. It is only
through initial manpower planning that capable hands are available for
promotion.
NEED FOR
MANPOWER PLANNING
Manpower planning is essential because of the following reasons
- To
carry out its work, each organization needs personnel with the necessary
qualifications, skills, knowledge, work experience and aptitude foe work.
These are provided through effective planning.
- Since
large number of persons have to be replaced who have grown old, or who
retire, die or become incapacitated because of physical or mental
ailments, there is a constant need for replacing such persons. Otherwise
the work will suffer.
- human
resource planning is essential because of frequent labor turnover which is
unavoidable and even beneficial because it arises from factors which are
socially and economically sound such as voluntary quits, discharges,
marriage etc
- In
order to meet the needs of
expansion programs hr/manpower planning is unavoidable.
- The
nature of the present workforce in relation to its changing needs also
necessitates the recruitment of new labor. To meet the challenge of new
and changing technology and new techniques of production, existing
employees need to be trained or new blood injected in an organization.
- manpower
is also needed to identify the areas of surplus as well as shoratage of
labor
THE OBJECTIVE OF
HR/MANPOWER PLANNING
The objective of manpower planning is to maintain and improve the organizations ability to achieve its goal by developing strategies that will contribute its optimum contribution of human resources. Manpower planning is the responsibility of both line and staff manager. The line management is responsible to give estimate of manpower requirements and staff manager is responsible to take actions on selection and recruitment in association with line manager who needs the man power.
BENEFITS OF
MANPOWER PLANNING.
- Less
costs because management can anticipate imbalances before they become
unmanageable and expensive
- More
tine is provided to locate the talent
- Better
opportunities exist to include women and minority groups in future growth
plans
- Better
planning of assignments to develop managers can be done.
- Major
and successful demands on local labor markets can be made
PROCESS OF
MANPOWER PLANNING
It is a multi-step process as follows
- Deciding
goals and objectives
- Estimating
future organizational structure and manpower requirements
- Auditing
human resources
- Planning
job requirements and job descriptions
- And
developing human resource plan
DECIDING
OBJECTIVES
In effect the main purpose is one of matching or fitting employee abilities to enterprise requirements, with an emphasis on future instead of present arrangements. The ultimate mission or purpose is to relate future human resources to future enterprise needs so as to maximize the future return on investment in human resources.
ESTIMATING THE
FUTURE ORGANIZATIONAL STRUCTURE OR FORECASTING THE MANPOWER REQUIREMENTS.
The management must estimate the
structure of the organization at a given point of time. The number and type of
employees needed have to be determined. Many environmental factors affect this
determination. They include business forecasts, expansion, growth, design,
structural changes, management philosophy, government policy , product and
human mix and competition
Forecasting is necessary because,
- The
eventualities and contingencies of general economic business cycles (such
as inflation, wages, prices, costs and raw material supplies) have an
influence on the short range and long run plans of all organizations.
- An
expansion following enlargement and growth in business involves the use of
additional machineries and personnel and a reallocation of facilities, all
of which call for advance planning of human resources.
- Changes
in management philosophies and leadership styles.
- The
use of mechanical technology necessitate changes in the skills of workers
as well as a change in the number of employees needed.
After estimating what future organization
structure should be, the next step is to draw up the requirements of manpower,
both for existing and new vacancies. For this requirement details should be
obtained from various departments. Vacancies occurring in any department should
be notified in writing to the personnel department, stating clearly the number
of vacancies to be filled category or job wise, their qualification and
experience and the reasons for acquisition. A statement of duties, type of
jobs, pay scale and previous experience should also be made.
In determining the requirements of
manpower, the expected losses which are likely to occur through labor turnover-
quits, retirement, death, transfers, promotions, demotions, dismissals.
Disability, resignations, lay-offs, and other separations – should be taken
into account. Additional resources are gained through new employment of
personnel, promotions, transfers etc.
After making all adjustments, the real
shortages and surplus may be found off. If a shortage is there, efforts are
made to fill up the vacancies. If there is surplus deal it by transfers,
retrenchments etc.
AUDITING HUMAN
RESOURCES
Once the future requirement is estimated the next step is to determine the present supply of manpower resources. This is done through what is called “skills inventory” which contain data about each employees skills, abilities, work preference which indicated his overall value to the company. Other data pertaining his performance ratings and superior’s evaluation may also be tabulated and all these are fed into computers. These details are required by personnel departments for transfers, promotions and manpower requirement filling.
JOB ANLYSIS
After having decided how many persons would be needed, it is necessary to prepare job analysis, which records details of training, skills, qualification, abilities, experience and responsibilities. Etc which are needed for the job. Job analysis include the preparation of job descriptions and job specifications.
DEVELOPING
MANPOWER PLAN
This consists in finding out the sources of labor supply with a view to making an effective use of these factors.
The best policy which is followed by most
organizations is to fill up higher vacancies by promotion and lower level
positions by recruitment from labor market. A labor market is a geographical
area from which employees recruit their workforce and labor. The personnel
manager should have a thorough knowledge about labor market.
