manpower planning
DESCRIPTION
Overview of Human Resource Planning Processes in OrganisationsTRANSCRIPT
Manpower Planning
Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,
PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
“Manpower planning is the system of matching the supply of people- internally (existing employees) and externally (those to be hired or searched for)- with the openings the organisation expects to have over a given time frame.”
- Lloyd Byars & Leslie Rue
Manpower planning enables an organisation to get hold of the right number and class of people required for operations within a defined timeframe.
Reasons For Manpower Planning
• Projection of corporate objectives unto human resource objectives
• Forestalling shortage of workers• Ensuring sufficient skill pool• Employee career development• Succession planning• Boost human capacity utilization• Development of effective attraction and
retention systems• Build up highly skilled and flexible workforce• Managing short and long term requirements• Avoidance of wrong-sizing• Purposeful competitiveness in human capital
Trends that Influence Manpower Planning
• Staff Turnover
• Employee Advancement
• Business Growth
• New Skill Requirements
• Obsolescence of Current Skills
• Labour Costs
• Migration Force
• Locally Induced Competition
• Foreign Direct Investment Surge
• Social Changes
• Technological Changes
• National Economy
• Ethical Pressure
• Legal Framework
• Demographic Changes
• Disruptive Innovation
Contemporary Steps in Manpower Planning
Ascertain organizational objectives
Determine impact of organizational objectives on each department, section and unit
Find out the KSA required to achieve stated objectives
Ascertain net manpower requirements (Future manpower requirements at specific time less
current manpower level)
Establish resourcing action for mitigating against gap
Determine type and number of human resources required to achieve stated objectives
Skills inventory
Predictable changes
Deaths,Promotions,Resignations,Transfers,Discharges,Retirements
Furlough, Attrition,
Discharge
Recruitment,Selection,
Development
Negative Positive
The Process of Human Resource Planning
Business Strategic Plans
Work Environment Analysis
Scenario Planning
Resourcing Strategy
Human Resource Plans
Demand/ Supply Forecasting
Resourcing Productivity
Operational Effectiveness Analysis
Labour Turnover Analysis
FlexibilityRetention
Work Environment
Source: Michael Armstrong, A Handbook of Human Resource Management Practice
Components of Skills Inventory
• Bio-Data• Job History• Work Experience• General Education• Professional Qualifications• Training History• Achievements• Skills• Future Assignments (Company & Personal Preferences)• Medical History• Talent Summary Pinpointing Levels of Relevance,
Scarcity, Uniqueness, Risk of Absence, Contributory Performance Index and Aggregate Intellectual Value
Ascertaining Future Manpower Requirements
• Delphi method• Scenario planning• Ratio trend analysis• Computer simulation• Labour demand and supply analysis• Work study techniques
Resourcing Action
• Retention Support Scheme• Retraining• Learning & Development• Using Expatriate Workers• Grooming Bonded Workers• Outsourcing• Recruitment & Selection• Furlough• Attrition• Redundancy• Downsizing• Workers Exchange Alliance
Manpower Supply
Internal labour market
External labour market
Flexibility Plan
• Contract workers• Outsourcing• Shift workers• Job sharing• Commission based workers• Overtime arrangements• Teleworking
Manning Template
This is structured to show the required levels of manning per unit/ section/ department at various growth levels.
It serves as a control measure for implementing rightsizing organisation-wide.
Common Problems in Manpower Planning
• Lack of understanding• Top management buy-in• Trouble of techniques• Relationship with Organizational Plan• Initial effort demand• Assumption• Misinformation
Regular Reports from Departmental Heads
• Staff Turnover Rate• Absentee Rate• Difficult-to-fill jobs• Demand for Training Programmes• Trained employees who are proficient
but not positioned to use acquired skills effectively
• List of outstanding employees and their aggregate abilities
Succession Planning Chart
Position: Manager (Marketing)Incumbent: John TundeBack up: Spencer GracePosition: Asst. Manager (marketing)Potential/ Promotability: HP PN
Position: Asst. Manager (Marketing)Incumbent: Spencer GracePotential/ Promotability: HP & PNBack up: Simeon BanjokoPosition: Marketing ExecutivePotential/ Promotability: HP & PN
Position: Asst. Manager (Marketing)Incumbent: Richard AyindePotential/ Promotability: MP & P3Back up: Bumi HansonPosition: Marketing ExecutivePotential/ Promotability: HP & PN
Position: Asst. Manager (Marketing)Incumbent: Ayeni FrankPotential/ Promotability: LP & P1Back up: NBUPosition: Potential/ Promotability:
Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE) and Hon. President, Worldwide Independent Inventors Association. He functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting, Nigeria; Chairman (Certification & Training), Lead Assessor & Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director, The Greens; Director of Programmes & Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria. He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nig) and Jones International University (USA). He also works as Adjunct & Visiting Professor of Universities and holds Interim Management Assignments on Boards of Companies.
Thank You