MANPOWER

PLANNING
MANPOWER PLANNING

 Manpower planning is historically rooted in the gathering of

manpower statistics dating from the times of the Roman census
to the accounting of slaves, and eventually to population census
towards the end of the eighteenth century. Morton (1969)

 Manpower viewed that organizations should carryout manpower

planning so as to meet business objectives and gain an
advantage over their competitors. To do so, organizations need
a clear idea of the strengths and weakness of their existing
internal labour force. They also must know what they want to be
doing in future as well as have a clear vision of how much they
want the organization to grow. Noel et al (2004)
MANPOWER PLANNING

 It determines the human resources required by the

organization to achieve its strategic goals.
 It is also known as personnel planning or human
resource planning.
 Is the process that includes forecasting, developing
and controlling by which a firm ensures that it has
a. The right number of people
b. The right kind of people
c. At right place
d. At right time
e. **at the right cost
Having too many
employees is
problematic due to
Having too few employees is
the risk of high labor
problematic due to the high
expenses, overtime cost, the risk of
downsizing or layoffs unmet production
requirements and the
challenges of finding the
instant human resources
needed to get the job done.
2 Stages of Manpower Planning

1. Planning of Manpower related to requirements

➢ Skills
➢ Qualifications

2. Planning of Manpower related to Supplies

➢ Figuring or planning out the process how to
acquire or hire those
Objectives of Manpower Planning

1. To utilized the present employees fully.

2. To fill up future manpower requirements
3. To check the development of the
employees for organization growth
4. To achieve organizational goals in an
efficient way.
5. To manage and utilized resources
properly and effectively
Types of Manpower Planning

1. On
the Basis of the Level at
which it is done
• Macro-Level – National Level
• Micro-Level – Sector / Industrial /
Unit Level

2. Onthe basis of the period

for which it is done
• Short Period – 1 to 2 years
• Medium Period – 2 to 5 years
• Long Period – 5 to 10 years, or
longer
Factors Affecting Manpower Planning

 Working Hours
➢ Manpower requirement is directly related to
the working hours per day by the employees. If
the number of working hours is more, then less
manpower is required and vice versa

 Nature of Production
➢ Idealtime, setting time, cycle time etc., all
varies greatly with the nature of production
and hence the manpower requirements.
Factors Affecting Manpower Planning

 Number of Shifts

 Performance Rate
➢ It depends upon the working conditions, bonus
schemes, suitable incentive plan, training program,
motivation etc.,

 Hours Lots
➢ If productive man hours lost are less, the available
productive hours will be more and less manpower
will be needed.
STEPS IN MANPOWER PLANNING

1. Assessment of Needs
❖ The analysis is based on
❑ Organization size
❑ Its product
❑ Planned growth

2. Evaluation of Current Status of Personnel

❖ Involves in taking an inventory of the current personnel
that is available. Also called as “staff audit”.
STEPS IN MANPOWER PLANNING

3. Making future Manpower Forecasts

❖ Factors affecting the future manpower forecasts are
known, planning can be done for the future manpower
requirements in several work units.

❑ Some Manpower Forecasts Techniques

1. Expert Forecasts
2. Trend Analysis
3. Work Load Analysis
4. Work Force Analysis
STEPS IN MANPOWER PLANNING

4. Preparation for Recruitment

❖ Once the current inventory is compared with future
forecasts, the employment programs can be framed
and developed accordingly, which will include
recruitment and selection procedures and placement
plan.
STEPS IN MANPOWER PLANNING

5. Design Training Programs

❖ These programs will be based on extent of
diversification, expansion plans, development programs,
etc. Training programs depend upon the extent of
improvement in technology and advancement to take
place. It is also done to improve upon the skills,
capabilities, and knowledge of the workers.
ADVANTAGE OF MANPOWER PLANNING

❖ Basis of Recruitment & Selection of Employees

❖ Manpower planning provides a basis for recruiting new
employees considering future manpower needs. As a result,
the production & any other related work does not stop for lack
of employees of desired skills & abilities

❖ To plan the development of employees

❖ The present employees can be trained for some higher position
this gives encouragement to the existing employees & interns
and creates a psychological climate for motivation
ADVANTAGE OF MANPOWER PLANNING

❖ Performance Appraisal
❖ Manpower planning enables through performance appraisals,
the identification of gaps in existing manpower so that
corrective training could be imparted. Thus the training
program becomes more effective

❖ Reduction in personal costs

❖ It reduces personnel cost because of the management’s
ability to anticipate shortages or surpluses of manpower and
correct these imbalances before they become
unmanageable and expensive.
PYRAMIDS OF GIZA
PYRAMIDS OF GIZA

 According to Dr. Joyce Tyldesley of the University of

Manchester:
 All archaeologists have their own methods of
calculating the number of workers employed at Giza,
but most agree that the Great Pyramid was built by
approximately….
PYRAMIDS OF GIZA

4,0000 primary laborers

(quarry workers, haulers and masons)

16,000 to 20,000 secondary workers

(ramp builders, tool-makers, mortar mixers and those
providing back-up services such as supplying food,
clothing and fuel)

20,000 to 25,000 laborers

For 20 years or more to build
PYRAMIDS OF GIZA

The workers may be sub-divided into a permanent

workforce of some 5,000 salaried employees who
lived, together with their families and dependents, in
a well-established pyramid village.

There would also have been up to 20,000 temporary

workers who arrived to work three-or four-month
shifts, and who lived in a less sophisticated camp
established alongside the pyramid village
[Source: Dr Joyce Tyldesley, University of Manchester, BBC, February 17,
2011]
“Great Vision without great
people is irrelevant”

- Jim Collins

“I am convinced that nothing we do is more

important than hiring and developing
people. At the end of the day, you bet on
people, not on strategies.”

- Lawrence Bossidy
Thank You!