MANPOWER PLANNING

Manpower Planning which is also called as Human Resource Planning consists of

putting right number of people, right kind of people at the right place, right time,
doing the right things for which they are suited for the achievement of goals of the
organization. Human Resource Planning has got an important place in the arena of
industrialization. Human Resource Planning has to be a systems approach and is
carried out in a set procedure. The procedure is as follows
!. "nalysing the current manpower inventory
#. Making future manpower forecasts
$. %eveloping employment programmes
&. %esign training programmes
Steps in Manpower Planning
!. Analysing the current manpower inventory 'efore a manager makes
forecast of future manpower, the current manpower status has to be
analysed. (or this the following things have to be noted)
Type of organization
*umber of departments
*umber and +uantity of such departments
,mployees in these work units
-nce these factors are registered by a manager, he goes for the future
forecasting.
#. Ma!ing "uture manpower "orecasts -nce the factors affecting the future
manpower forecasts are known, planning can be done for the future
manpower re+uirements in several work units.
The Manpower forecasting techni+ues commonly employed by the
organizations are as follows
i. E#pert $orecasts% This includes informal decisions, formal e.pert
surveys and %elphi techni+ue.
ii. &ren' Analysis% Manpower needs can be pro/ected through
e.trapolation 0pro/ecting past trends1, inde.ation 0using base year as
basis1, and statistical analysis 0central tendency measure1.
iii. Wor! Loa' Analysis% 2t is dependent upon the nature of work load in
a department, in a branch or in a division.
iv. Wor! $orce Analysis% 3henever production and time period has to
be analysed, due allowances have to be made for getting net
manpower re+uirements.
v. Other metho's% 4everal Mathematical models, with the aid of
computers are used to forecast manpower needs, like budget and
planning analysis, regression, new venture analysis.
$. (eveloping employment programmes -nce the current inventory is
compared with future forecasts, the employment programmes can be framed
and developed accordingly, which will include recruitment, selection
procedures and placement plans.
&. (esign training programmes These will be based upon e.tent of
diversification, e.pansion plans, development programmes,etc. Training
programmes depend upon the e.tent of improvement in technology and
advancement to take place. 2t is also done to improve upon the skills,
capabilities, knowledge of the workers.
Importance o" Manpower Planning
!. )ey to managerial "unctions The four managerial functions, i.e., planning,
organizing, directing and controlling are based upon the manpower. Human
resources help in the implementation of all these managerial activities.
Therefore, staffing becomes a key to all managerial functions.
#. E""icient utili*ation ,fficient management of personnels becomes an
important function in the industrialization world of today. 4eting of large
scale enterprises re+uire management of large scale manpower. 2t can be
effectively done through staffing function.
$. Motivation 4taffing function not only includes putting right men on right
/ob, but it also comprises of motivational programmes, i.e., incentive plans
to be framed for further participation and employment of employees in a
concern. Therefore, all types of incentive plans becomes an integral part of
staffing function.
&. +etter human relations " concern can stabilize itself if human relations
develop and are strong. Human relations become strong trough effective
control, clear communication, effective supervision and leadership in a
concern. 4taffing function also looks after training and development of the
work force which leads to co)operation and better human relations.
5. ,igher pro'uctivity Productivity level increases when resources are
utilized in best possible manner. higher productivity is a result of minimum
wastage of time, money, efforts and energies.
MANPOWER PLANNING PRO-ESS
Recruitment
Selection
&raining an' 'evelopment
Per"ormance appraisal
./RE-R0I&MEN&%
Recruitment refers to the overall process of attracting, selecting and appointing
suitable candidates to a one or more /obs within an organisation, either permanent
or temporary. The term may sometimes be defined as incorporating activities
which take place ahead of attracting people, such as defining the /ob re+uirements
and person specification, as well as after the individual has /oined the organisation,
such as induction and onboarding. Recruitment can also refer to processes involved
in choosing individuals for unpaid positions, such as voluntary roles or training
programmes.
1/SELE-&ION
SELE-&ION 2 IN&ER3IEW)"ccording to 46-TT, 7"n interview a
purposeful e.change of ideas, the answering of +uestion and communication
b8w two or more person.99
7The interview is a selection techni+ue which enables the employer to view
the total individual and directly appraise him and his behavior.
4/&RAINING2 (E3ELOPMEN&
*o industrial organization can long ignore the training and development
needs of its employees without seriously inhabiting its
performance.
The development of high potential workers with the support of continuous
training and retraining is now :a)day seen as a core element in the
development of competitive advantage of the organization.
IMPOR&AN-E O$ &RAINING %
Reducing in cost of production.
Ma.imum utilization of material ;man.
Minimum possibility of accident.
4tability in organization.
High moral.
5/PER$ORMAN-E APPRAISAL%
"n organization9s goals can be achieved only when people put in their best efforts.
How to ascertain whether an employee has shown his or her best performance on a
given /ob< -f HRM
7PER$ORMAN-E APPRAISAL IS AN O+6E-&I3E ASSESSMEN& O$ AN
IN(I3I(0AL7S PER$ORMN-E AGAINS& WELL (E$INE(
+EN-,MAR)S/8
Performance management refers to the entire process of appraising performance
giving feedback to the employees and offering rewards or the employees and
offering rewards or punishment to them.
-OMPAN9 PRO$ILE
2ndia=s largest company in the automobile and commercial vehicle sector with
upwards of >?@ cumulative Market share in the %omestic 6ommercial vehicle
segment, and a midsized player on the world market with ?.A!@ market share in
#??> according to -26" data. The -26" ranked it as the !Bth largest automaker
C
based on figures for #??>. and the second largest manufacturer of commercial
vehicles in the world. The company is the world9s fourth largest truck
manufacturer, and the world9s second largest bus manufacturer. 2n 2ndia, Tata
ranks as the leader in every commercial vehicle segment, and is in the top $ makers
of passenger cars. Tata Motors is also the designer and manufacturer of the iconic
Tata *ano, which at 2*R !??,??? or appro.imately D4% #$??, is the cheapest car
in the world.
,stablished in !B&5, when the company began manufacturing locomotives, the
company manufactured its first commercial vehicle in !B5& in a collaboration with
2n #??5, was ranked among the top !? corporations in 2ndia with an annual
revenue e.ceeding 2*R $#? billion.
AIM :MISSION: 3ISION O$ -OMMER-IAL GRO0P O$ &A&A
MO&ORS%
Aim -ustomer oriente' ;uality
Pro'uct/
Mission %&o meet the worl' "or the "uture growth< the group greatest assets is
its total commitment to your satis"action now an' in the "uture/
3ision%&o 'iversi"y in"ormation various upcoming sectors we no to group up
with the glo=al li=erali*ations/
values % (elight customer/
(eliver on commitment/
(evelop people/
(epen' on each other/
O+6E-&I3E O$ &,E S&0(9
!.To know the prevailing method for accessing the demand of future manpower
re+uirement in the organization.
#.To study the effect of manpower planning on organizations performance.
$.To identify the method of ascertaining supply of employees.
&.To study the common problem in manpower planning.
5.To study the factor or trends that influence manpower planning.
RESEAR-, ME&,O(OLOG9
Accor'ing to< the A'vance' Learner7s (ictionary o" -urrent English
7 " careful investigation or in+uiry specially through search for new facts in any
branch of knowledge.E
.
Sample Si*e >sample size for this study is !?? respondents who are approached
through structured +uestionnaire.
Sample Area :This research study has been conducted in Tech Mahindra
-ffice ,*ew %elhi
Sources o" 'ata
Primary 'ata% collecte' through ?uestionnaire
4,6-*%"RF %"T" has been collected chiefly from the following sources
Newspaper an' maga*ines
Internet
(ata collection tools-onvenient sampling
(A&A ANAL9SIS AN( IN&ERPRE&A&ION
G ! %oes your -rganisation has specific model for doing manpower planning<
Fes *o
yes A>
*o !$
2nterpretation
Most of the employees think that organization has specific manpower planning
model.
#. %o you think manpower planning help you during recession<
Fes *o
yes #$
*o >>
2nterpretation
Most of the employees think organization does not help them during recession
$. How does your organization forecast demand for new employees8
Trend analysis Managerial estimate 2nventory method
Trend analysis #?
Managerial estimate #>
2nventory method 5$
2nterpretation
%emand of employees are mostly forecasted by inventory methods.
&. How is the supply of employees is forecasted<
Through staffing table
4kill inventories
Replacement charts
Hovernment policies
Through staffing table !5
4kill inventories $?
Replacement charts 5?
Hovernment policies 5
2nterpretation
4upplies of employees are mostly forecasted by replacement charts.
5. %oes your organization include training model in a manpower planning process<
Fes *o
yes B?
*o !?
2nterpretation
Most of the employees thinks that training model is included in HRP process.
I. 3hat kind of training would you choose to have in your organisation<
4oft skills Technical skills 'oth
4oft skills $?
Technical skills #?
'oth 5?
2nterpretation
Most employees prefer both the training methods.
>. %o you face any problem in manpower planning<
Fes *o 6an9t say
Fes $?
*o #?
can9t say 5?
2nterpretation
Most of the employees don9t know about the manpower planning problems.
A. 3hat common problem do you face in manpower planning<
Jack of understanding
Trouble of techni+ues
Misinformation
Jack of understanding I?
Trouble of techni+ues #?
Misinformation #?
2nterpretation
Jack of understanding is the common problem in manpower planning.
B. 3hat factors influence manpower planning<
'usiness growth
*ew skill re+uirement
-bsolence of current skills
%emographic changes
4ocial changes
'usiness growth $$
*ew skill re+uirement #$
-bsolence of current skills #&
%emographic changes 5
4ocial changes >
all of the above A
2nterpretation
'usiness growth mostly influence manpower planning.
(2*%2*H4
Most of the employees think that organization has specific manpower
planning model.
%emand of employees are mostly forecasted by inventory methods.
4upplies of employees are mostly forecasted by replacement charts.
Most of the employees thinks that training model is included in HRP
process.
Most employees prefer both the training methods.
J2M2T"T2-*4
Participants were not "eeling "ree to e#press their perception concerning
the organi*ation/
&ime is the one constraint "or the survey
People are less intereste' in "illing up the ?uestionnaire/
Non cooperative =ehavior o" the respon'ents/
R,6-MM,*%"T2-*4
-rganization should make an attempt to make proper manpower planning.
Proper training and development programmes should be adopted.
"ttempts should be made for proper performance appraisal of employees.
There must be appropriate procedure for proper communication channel.
-ON-L0SION
"fter analyzing various function of the organization the social, technical and
educational background of the employees, policies and strategies adopted by
6-MM,R62"J HR-DP -( T"T" M-T-R4, benefits and services provided by
the company to its employee, 2 concluded that)
6-MM,R62"J HR-DP -( T"T" M-T-R4 is presently laid to great e.tent for
adopting superb recruitment process to that the selection of best employee is
possible.
2t is successful in integrated utilization of human resources for achieving the
organizational ob/ective.
2t is clear from the performance from its establishment it is consistently increasing
its profit and growing rapidly.
The main reason are
,ffective recruitment procedure.
,ffective employee participation.
,ffective communication.
Right for e.pression ; encouragement.
,ffective identification of training needs.
,ffective performance appraisal system.
;0ES&IONNAIRE
(ear respon'ent<
I am con'ucting a survey on the topic @A Stu'y on Manpower Planning8
9our cooperation is nee'e' to "ul"il the ?uestions given the
?uestionnaire/ &he in"ormation provi'e' =y you will =e con"i'ential/ &his is
purely "or aca'emic purpose/
-on'ucte' =y Sonali Singh
Name > Age
Occupation Gen'er
G ! %oes your organization has specific model for doing manpower planning<
Fes *o
#. %o you think manpower planning help you during recession<
Fes *o
$. How does your organization forecast demand for new employees8
Trend analysis Managerial estimate 2nventory method
&. How is the supply of employees is forecasted<
Through staffing table
4kill inventories
Replacement charts
Hovernment policies
5. %oes your organization include training model in a manpower planning process<
Fes *o
I. 3hat kind of training would you choose to have in your organisation<
4oft skills Technical skills both
>. %o you face any problem in manpower planning<
Fes *o 6an9t say
A. 3hat common problem do you face in manpower planning<
Jack of understanding
Trouble of techni+ues
Misinformation
B. 3hat factors influence manpower planning<
'usiness growth
*ew skill re+uirement
-bsolence of current skills
%emographic changes
4ocial changes
!?. 3hat is your preference in Jife<
6areer Money 'oth

Thanks for your co)operation.

+I+LOGRAP,9
PR"4"%, JM, P,R4-*"J M"*"H,M,*T, *,3 %,JH2, 4DJT"*
6H"*% ; 4-*4, #??#.
K, "swathappa, HDM"* R,4-DR6, M"*"H,M,*T, *,3 %,JH2.
Kothari 6.R, Research MethodologyL *ew "ge Publication, #
nd
,dition
*ew %elhi #??>.
WE+SI&ES%
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