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Manpower Planning

Manpower planning is the process of determining the necessary positions within a firm and addressing the gap between projected workforce needs and current employees. It involves forecasting personnel needs, assessing the external environment, and utilizing various demand and supply forecasting techniques. Successful human resource planning requires management support, updated data, and appropriate techniques tailored to the industry.

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11 views18 pages

Manpower Planning

Manpower planning is the process of determining the necessary positions within a firm and addressing the gap between projected workforce needs and current employees. It involves forecasting personnel needs, assessing the external environment, and utilizing various demand and supply forecasting techniques. Successful human resource planning requires management support, updated data, and appropriate techniques tailored to the industry.

Uploaded by

sourabhjayanthi16
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Manpower Planning

Introduction

• Itis the process of deciding what positions the firm will have to
fill and how to fill them

• Eliminatethe gap between employers’ projected workforce needs


and current employees who may fill the need

• Ideally to be done before hiring


Significance of human resource
planning
Assessing future recruitment
•
requirements.
• Optimum
utilization of available
human resources.
• Developingtraining and
retraining programmes.
• Formulating compensation
policies.
• Gaining competitive advantage.
• Shapingfuture plans and
strategies.
Forecasting Personnel Needs
• How many people with what skills we will need?

• Estimating the demand for company’s products / services

• Seasonal forecasting

• Firstly, the need to forecast revenues then consider the employee size

• Secondly, future plans and any changes that the company needs.
Process of HR Planning
• Deciding goals

• Estimating future organizational structure & manpower requirements

• Auditing human resources

• Planning job requirements & job descriptions

• Developing a human resource plan


Assessment of external
environment

• Organizations undertake environmental


scanning to identify the changes in the
external environment.
• Purpose of environmental scanning is to
examine the business environment, to
seize the opportunities and tackle the
threats.
External environment is influenced by
• Economic situation
• Legislative measures
• Labour market scenario
DEMAND FORECASTING TECHNIQUES

RATIOS
SCATTER PLOT
TREND ANALYSIS
Ratio analysis

• Ratioanalysis is the analysis of the


relationship between any two numerical
variables.
• It
presumes a certain relationship between
two given variables and using that
relationship, predicts future HR requirements.
SCATTER PLOT

• It
refers to the graphical representation and
shows how two variables are related to each
other.
TREND ANALYSIS

• The
concept of collecting information and
spotting a pattern /trend in the information.
• The
trend is studied to forecast future
manpower requirements.
HR forecasting— Managerial
judgement
• The
forecasting in managerial judgement is
based on the managers’ subjective views on
the possible human resource requirements in
the future.
• Forecasts
are made about the HR
requirements, usually by the senior managers
of the organization based on their experience.
Types of managerial judgement

• Bottom-up approach- In this method, the


process of HR forecasting begins with the
lowest level of the managerial hierarchy and
the managers in charge of each division or
department forecast the HR requirements.
This forecasting process is then moved up
gradually to the higher levels of the
management.

• Top-down approach- In this method, experts


working at the highest levels of the
management forecast the HR needs of the
organization on the basis of the information
SUPPLY FORECASTING
TECHNIQUES
1. REPLACEMENT CHARTS
2. SUCCESSION PLANNING
3. MARKOV ANALYSIS
Personnel replacement charts for top positions
Markov Analysis

• Creating a matrix that shows the probability of employees in


chain of feeder positions

• To identify who will be available for key positions

• Use statistical analysis of historical data

• Junior engineer to Director engineer


Requisites for successful HRP
• Recognition

• Backing of top management


• Centralized HR planning
• Ready HRIS
• Techniques should be best suited to industries
• Data should be revised and updated
• Technological changes should be updated
• Records must be complete
• Time horizon should be long enough
Forecasting supply of outside candidates

• Environmental scanning

• Unemployment rates

• Skill availability

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