Manpower

Planning
Group Members
 Suresh Jain 17
 Soban Kadiwal 19
 Omkar Khanapure 26
 Archana Parmar 36
 Mihir Shah 44
 Definition
 HR planning is “A process by which an organisation
should move from its current manpower position
to its desired manpower position.Through
planning management strives to have the right
number & right kind of people at the right places
at the right time,doing things which result in both
the organisation & the individual receiving
maximum long-run benefit.”
- E.W. Vetter.
Influence of Corporate level strategies on
HRP

 Expansion. Additional HR of existing

categories.
 Diversification. Additional HR of different
categories.

 Acquisitions & mergers. Reduction of HR of managerial

positions.
 Retrenchment (reducing Reduction of HR of almost all
the size of company categories through VRS &
operations) other means.
Influence of Unit level strategies on HRP

 Low cost leadership. Reduction of HR.

 Differentiation strategy. Additional HR of different

categories.
 Objectives
 To recruit & retain the HR of required quantity & quality.
 To foresee the employee turnover & make arrangements for minimum
turnover & filling up the consequent vacancies.
 To meet the needs of expansion,diversification,acquisition &
mergers,etc..
 To foresee the impact of technology on work,existing employees &
future HR requirements.
 To improve the standards,skills,knowledge,ability,discipline,etc..
 To assess the surplus or shortage of manpower.
 To maintain congenial industrial relations by maintaining optimum level
& structure of HR.
 To estimate the cost of HR.
 To make the best use of its HR.
 To minimise imbalances caused due to non availability of HR of the right
kind,no.,in right time & place.
 Factors affecting HRP
External Internal
 Government policies.  Strategies of the company.
 Business environment.  HR Policy of the company.
 Level of economic  Formal & informal groups.
development including  Job analysis.
future supply of HR.  Time horizons.
 Information Technology.
 Type & quality of information.
 Level of technology.
 Company’s Production
 Natural factors. Operation Policy.
 International factors.  Trade Unions.
Analysing org. plans
Objectives,programs
Present Control & review
programs mechanism

Demand forecast Supply forecast= Present

Resource requirements Inventory of HR+ Net HR
Skill wise & Additions Requirements for
knowledge wise -Losses future

Forecast the future

Surplus of future available Shortage of future available Supply of HR in
HR within the organisation HR within the organisation All sources if
Supply is inadequate

Retrenchment/ Development Internal

Redeployment Employment Training
redundancy mobility
 Strategies in case of surplus Manpower
 Redeployment -
 Outplacement-
a. Employment in sister concerns
b. Employment in other companies.
 Redundancy/retrenchment -
 Reduced work hours.
 Work sharing.
 Layoffs- Permanent/Temporary.
 Leave of absence without pay.
 VRS/Early retirement/Golden Handshake.
 CRS/Iron handshake.
 Creation of ad-hoc projects.
 Strategies in case of shortage
 Employment.
 Outsourcing.
 Training & Development.
 Internal mobility.
 Retention plans.
Types of HR Planning

 Short term

 Long term
 Short term HR Planning
 For a period of not more than 2 years.

 Problems faced in this planning-

 The Weak Incumbent.
 The Strong Incumbent.
 An Unexpected Vacancy.
 Approaches to matching a weak individual and a job-
I. Changing of the Man.
II. Changing the Contents of the Job.
III. Changing the Job and the Man.
IV. Removal of the Incumbent.

 For optimum utilisation of the strong incumbent-

I. Assign Additional duties.
II. Assign some Special Problems.
III. Advice.
IV. Change in Job.
 Long term HR Planning

 Projecting manpower requirements.

 Taking stock of existing manpower.
 Recruitment & selection.
 HR development.