Manpower Planning Personnel management is productive exploitation of manpower resources. This is also termed as Manpower Management.

Manpower Management is choosing the proper type of people as and when required. It also takes into account the upgrading in existing people. Manpower Management starts with manpower planning. Every manager in an organization is a personnel man, dealing with people. Definition and importance of manpower Planning: Planning is nothing but using the available assets for the effective implementation of the production plans. After the preparing the plans, people are grouped together to achieve organizational objectives. Planning is concerned with coordinating, motivating and controlling of the various activities within the organization. Time required for acquiring the material, capital and machinery should be taken into account. Manager has to reasonably predict future events and plan out the production. The basic purpose of the management is to increase the production, so that the profit margin can be increased. Manager has to guess the future business and to take timely and correct decisions in respect of company objectives, policies and cost performances. The plans need to be supported by all the members of the organization. Planning is making a decision in advance what is to be done. It is the willpower of course of action to achieve the desired results. It is a kind of future picture where events are sketched. It can be defined as a mental process requiring the use of intellectual faculty, imagination, foresight and sound judgment. It involves problem solving and decision making. Management has to prepare for short term strategy and measure the achievements, while the long term plans are prepared to develop the better and new products, services, expansion to keep the interest of the owners. Advantages of manpower planning: Manpower planning ensures optimum use of available human resources. 1. It is useful both for organization and nation. 2. It generates facilities to educate people in the organization. 3. It brings about fast economic developments. 4. It boosts the geographical mobility of labor. 5. It provides smooth working even after expansion of the organization. 6. It opens possibility for workers for future promotions, thus providing incentive. 7. It creates healthy atmosphere of encouragement and motivation in the organization. 8. Training becomes effective. 9. It provides help for career development of the employees. Steps in Manpower planning 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. Factors which affect the efficiency of labor: 1. Inheritance: Persons from good collection are bound to work professionally. The quality and rate of physical as well as mental development, which is dissimilar in

case of different individuals is the result of genetic differences. 2. Climate: Climatic location has a definite effect on the efficiency of the workers. 3. Health of worker: workers physical condition plays a very important part in performing the work. Good health means the sound mind, in the sound body. 4. General and technical education: education provides a definite impact n the working ability and efficiency of the worker. 5. Personal qualities: persons with dissimilar personal qualities bound to have definite differences in their behaviour and methods of working. The personal qualities influence the quality of work. 6. Wages: proper wages guarantees certain reasons in standard of living, such as cheerfulness, discipline etc. and keep workers satisfy. This provides incentive to work. 7. Hours of work: long and tiring hours of work exercise have bad effect on the competence of the workers. Downsizing of manpower: Downsizing of manpower gives the correct picture about the number of people to be employed to complete given task in the predetermined period. It is used for achieving fundamental growth in the concern. It can work out the correct price by the resource building or capacity building. It aims at correct place, correct man on a correct job. Thus manpower planning is must to make the optimum utilization of the greatest resource available i.e. manpower for the success of any organization. ================================================== ============================================ In addition to previous ....... IMPORTANCE OF MANPOWER PLANNING Understaffing loses the business economies of scale and specialization, orders, customers and profits. Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc. Very importantly, overstaffing reduces the competitive efficiency of the business. Planning staff levels requires that an assessment of present and future needs of the organization be compared with present resources and future predicted resources. Appropriate steps then be planned to bring demand and supply into balance. Thus the first step is to take a 'satellite picture' of the existing workforce profile (numbers, skills, ages, flexibility, gender, experience, forecast capabilities, character, potential, etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead by amendments for normal turnover, planned staff movements, retirements, etc, in line with the business plan for the corresponding time frames. The result should be a series of crude supply situations as would be the outcome of present planning if left unmodified. (This, clearly, requires a great deal of information accretion, classification and statistical analysis as a subsidiary aspect of personnel management.) What future demands will be is only influenced in part by the forecast of the personnel manager, whose main task may well be to scrutinize and modify the crude predictions of other managers. Future staffing needs will derive from: Sales and production forecasts The effects of technological change on task needs Variations in the efficiency, productivity, flexibility of labor as a result of training,

work study, organizational change, new motivations, etc. Changes in employment practices (e.g. use of subcontractors or agency staffs, hiving-off tasks, buying in, substitution, etc.) Variations, which respond to new legislation, e.g. payroll taxes or their abolition, new health and safety requirements Changes in Government policies (investment incentives, regional or trade grants, etc.) What should emerge from this 'blue sky gazing' is a 'thought out' and logical staffing demand schedule for varying dates in the future which can then be compared with the crude supply schedules. The comparisons will then indicate what steps must be taken to achieve a balance. That, in turn, will involve the further planning of such recruitment, training, retraining, labor reductions (early retirement/redundancy) or changes in workforce utilization as will bring supply and demand into equilibrium, not just as a oneoff but as a continuing workforce planning exercise the inputs to which will need constant varying to reflect 'actual' as against predicted experience on the supply side and changes in production actually achieved as against forecast on the demand side.

6.3 Steps in budget and manpower planning

Seven major phases involved in planning and managing any rural development policy, project or programme can be roughly sketched as follows:
1. Identification 2. Formulation and control 3. Appraisal and selection 4. Negotiations 5. Implementation 6. Monitoring 7. Evaluation

Policy, programme or project monitoring and evaluation activities feed information into new designs, generating potentials for improvement in formulation, implementation and impact. In practice, however, courses of action identified often proceed little further than the formulation stage. If implemented, they are rarely monitored or evaluated. Feedback relevant to the design of new projects,

programmes or policies is therefore either scant or non-existent and reports on causes of "success" or "failure" tend to be vague. It is at the formulation stage and during monitoring that an understanding of the principles of budget and manpower planning becomes critical. Poor formulation and/or monitoring of budget and manpower needs can, for example, result in the following problems: The rejection of projects, programmes or policies because of over-stated budget and/or manpower requirements at the formulation stage. Non- or incomplete implementation of projects due to understated costs and manpower needs, leading to chronic shortages of human and physical resources. A tendency for personnel costs to rise with time, "squeezing out" other important project cost items and preventing effective implementation. The need for careful budget and manpower planning is, therefore, crucial to the success of any project, programme or policy.