Manpower planning, also known as Human Resource planning, entails placing the correct number of

people, the right sort of people, at the right location, at the right time, doing the right jobs for which
they are qualified to help the organisation achieve its objectives. Human Resource Planning has a
significant role to play in the industrialization process.

SRF Limited is a multi-business chemicals corporation that produces industrial and specialized
intermediates. Fluorochemicals, specialty chemicals, packaging films, technical textiles, and coated and
laminated fabrics are all part of the company's business portfolio. It employs about 7,000 people across
eleven production units in India, as well as one each in Thailand, South Africa, and Hungary. The
company exports to more than 75 countries. The biggest difficulty with this vast personnel planning is
that these men and women are from all ethnicities and live in various nations.

Manpower planning is done at least three years in advance, according to Ajay Chowdhury (President and
CHRO). The estimates are revised each year, and the corporation begins recruiting on campuses one and
a half years ahead of time. Chowdhury's team visits almost 370 campuses between September and mid-
February. The team chooses a set of students, who are then assessed via an online test and two rounds
of interviews. Since the company hires so many people from all over the world, Ajay has made great use
of technology. From the time a candidate uploads his resume until the time he registers for an online
test and receives an offer letter, everything is done online.

The following steps must be followed.

1. Examining the present manpower inventory: The HR department must have a complete
understanding of the company's labour resources. They should look at the background, skill set,
qualification, geography, and other factors of the entire staff to have a good sense of the company's
talent pool.

Making future manpower forecasts: Companies must grasp the future trend and which types of
employees would be best suited for their firm, given the ongoing changes in business requirements. As a
result, businesses must assess, evaluate, and forecast the type of employee workforce they desire in the
coming years. Once the elements affecting future personnel projections are determined, future
manpower requirements can be planned in many work units. The following are some of the manpower
forecasting strategies used by SRF Limited:

Expert Forecasts:Informal decisions, formal expert polls, and the Delphi technique are all examples of
expert forecasts.

Trend Analysis:Extrapolation (projecting historical patterns), indexation (using a base year as a

foundation), and statistical analysis can all be used to forecast manpower requirements (central
tendency measure).

Workload Analysis: This is determined by the nature of the workload in a department, branch, or
division.

Workforce Analysis: When analysing production and time periods, proper concessions must be made to
determine net manpower requirements.
2. Developing employment programmes: Once the existing inventory is compared to future estimates,
employment programmes, which include recruitment, selection methods, and placement plans, may be
designed and developed accordingly. Manpower planning leads to a far more well-thought-out
recruitment and selection pattern, depending on the business requirements. This is entirely dependent
on the forecasts provided and the needs of the company. As a result, individuals with better
qualifications, skill sets, experience, and so on are shortlisted to best suit future needs.

3. Create training programmes: These will be determined by the degree of diversification, expansion
objectives, and development programmes, among other factors. Training programmes are determined
by the rate of technological advancement and improvement. It is also done to increase the workers'
abilities, capacities, and knowledge.

SRF Limited uses the workforce planning phases outlined above to assist firms in being more equipped
to adapt to new technologies, future industry advances, and even compete.

SRF Work Scheduling

The time an employee is expected to be on the job and working is referred to as a work schedule. In
most circumstances, the employer will choose this and it will be a specific amount of days and hours per
week. The Department of Labor does not regulate work schedules. An employee's work schedule at SRF
Limited can be a standard 48-hour-per-week (8-hour-per-day), Monday-Saturday plan, or it can change
daily, weekly, or seasonally.

SRF Limited follows the following work schedules, which vary depending on the projects and locations:

2. Shift Work Schedule: Shift work schedules are created when a corporation divides the day into shifts
and assigns personnel to specific time periods. These shifts might vary from day to day or week to week
(known as rotating schedules), or an employee can be hired to work a set shift (these are known as fixed
schedules). Modified shift schedules exist, in which businesses do not operate 24 hours a day, but
instead open early and close late. To cover these hours, employees work shifts throughout the day.
Someone might work from 6 a.m. to 2 p.m., while another would work from 10 p.m. to 6 am.

3. Work Schedule Flexibility: A corporation may enable employees to come in at any time as long as they
work for eight hours each day. Other businesses have slightly more rigid timetables, but they are still
flexible. An employer might, for example, allow employees to arrive between 9 a.m. and 11 a.m. and
leave between 5 p.m. and 7 p.m. They may also be permitted to take a day off during the week if they
return on a weekend day.
SRF Labor Markets Forecasting Demand and Supply

Any HR job, particularly in these times of escalating labour expenses, must first perform a thorough
analysis of the organization's needs before recruiting new employees. Because succession planning is a
long-term financial commitment, it must be strategically prepared. As a result, for current and future
market strategies and plans, forecasting people requirements is critical.

The basic idea is to increase production by hiring the most individuals with the relevant abilities. As a
result, it's vital to keep efficient staff, which necessitates careful capital allocation. An organised
resource allocation comprises giving the appropriate quantity of workers without excess or capability
shortages, which could lead to decreased efficiency, productivity, and profitability. It's crucial to be
guided by company priorities and expectations while forecasting expert demand and availability, so that
all decisions are made in accordance with them. The conditions and the road forward will be examined
after the goals have been defined.After that, identifying the number of workers required to fill the
vacancy in employment is crucial. If the situation calls for it, a plan should be in place that includes
resignation and rejections.

Six Key Elements of Workforce Optimization: AI-powered workforce automation aids SRF Ltd. in
attracting, retaining, capturing, and controlling labour while reducing workforce costs and increasing
workforce productivity.

1. Labor predictions based on a variety of factors: A fulfilment center's usual demand schedule
includes outgoing production such as home delivery, click and pick, and supermarket
maintenance, as well as predicted incoming flow from retailers and refunds. The inventory
control technique will benefit from machine learning. It will, for example, check up requests
from earlier initiatives, the regional split of in-shift preparation requests (meeting important cut-
off hours for ship or air links), or the division of buy requisitions such as next day versus faster
response period. Based on historical behaviour, machine learning can also forecast absences at
particular times. As a result, each person's workforce projection is matched to their abilities,
credentials, and accomplishments, while also taking into account the concurrent dynamic shift
trends that are supplied to attract workers.

2. Integrated labour and automation planning: Manufacturers are gradually shifting to robotics in
order to address significant unemployment and improve warehouse efficiency; connected
gadgets help with this by reducing running and actual work. To ensure that all of the site's
resources can meet that requirement, technology should be prepared alongside humans. This
can be accomplished by balancing labour supply with MHE requirements, or, in a more complex
scenario, by utilising site power, costs, and constraints to ensure that the demand can be met
through optimization.

3. In-shift disruption management: The strategic resources approach can also be utilized to
identify inefficiencies and smooth out price swings, such instance by selecting relatively long
 orders early in the shift to reorient demand and operating capabilities. The future operating
schedule will be seen by both stockholders, including airlines. If necessary, carriers' timing can
be reduced to accommodate the in-shift activity.

4. Integrated training and equipment maintenance schedules: The strategy will also include
programs for job preparation and credential upgrading. Material handling equipment (MHE)
renewal specifications, for example, can be tracked, and training hours can be offered
immediately when demand is low. Repairs will also be considered when infrastructure is
underutilized

5. Employee digital engagement: Employees should be encouraged to communicate with one

another and administrators using a smartphone app that allows them to ask for overtime,
change hours, request vacations, and manage long-term illness. This aids employers in
attracting, retaining, and activating workers by addressing employees' growing desire to
communicate with their boss via the internet.

6. Productivity and labour standards: Similar to a traditional labour management approach,

engineering worker rights can be used to assess predicted output at an employee or company
level, and user information can be used to optimise working conditions and analyse the impact
of exhaustion over a transition.

SRF Ltd. Attrition Analysis

Over the last 12 months, attrition indicates how many people departed the company (both voluntarily
and involuntarily) (LTM). Total number of departures in the LTM / closing headcount = attrition (LTM).

Attrition rates can occur for a variety of reasons, the most common of which are:

1.

In another company, you'd get a better salary.

2.

Higher education is being pursued.

3.

Relocation to a different city.

4.

Working conditions or HR policies that are unfavourable.

Some facts based on SRF ltd. attrition:

The causes for decreased attrition, according to SRF, are as follows: One strategy to improve the
attrition rate was to give a dividend to the shareholders; another option was to acknowledge and
reward the role/work of the employees in the organisation.

Retaining the company's bench talent is only possible if substantial long-term contracts are secured that
are a suitable fit.

Attrition is always high in the IT industry. The changing attrition rate can be explained by the fact that IT
personnel have a number of options. As a result, picking a company based on its attrition rate isn't a
wise decision.