Planning: To predetermine a course of action.

(Manpower Planning-2009)

Forecasting

Developing Developing
Procedures/ Objectives
Processes
Activities Developi
Developi
of Planning ng
ng Strategies
Policies
Tasking
Budgetin Scheduli
g ng
Forecasting: Estimating and predicting future conditions & Events and
the needs & opportunities associated with them.

Techniques for Forecasting

Step 1 Determine forecasting period. (First of all, we need to specify period which
may be 1 year or more)

Step 2 Determine critical factors to be forecasted. (Than we need to identify

critical Factors in the environment internal & external factors like industry trend, market condition,
& internal growth plans & requirement of manpower, these factors will affect our Manpower
Planning)

Step 3 Select Forecasting methods. (Than after we will select a forecasting method For
ex. Managerial Judgement, Trend analysis, and ratio analysis.)

Step 4 Gather information about the predicted environment. (Study the

history & current situation of the factor selected, like no of audits & present stregnth of the firm, data
should be reliable information can be collected through survey)

Step 5 State assumptions and develop scenarios. (Develop worst case, best case
or most likely case,)
Step 6 Complete Performance (SWOT) analysis. (Estimate how the
environment will affect our Manpower planning, positively or negatively.analyse commitment made
for use of resources: purpose, product/services, value, client/customer, summarize stregnth, weakness,
opportunity & threat for each commitment & maximize strength eliminate weaknesses, optimize
opportunities & neutralize threat.)

Step 7 Validate or develop a new mission. (Get the understanding & acceptance of
your peer customers/client; your direct report group & approval of your manager.)

Developing Specific Objectives: What Measurable results will

satisfy the identified need or issue? Results are stated which are
measurable and time-limited.

Techniques for Developing Specific

Objectives
Step 1 Use a title that summarizes the work to be done. (Increase of 20% Manpower
of firm’s present strength)

Step 2 State both the work to be done. (State what & why both, what is stated above &
why: To fulfill Firm’s Manpower Requirement)

Step 3 State the results to be achieved. (To fulfill firm’s timely manpower requirement
so that we can recruit right no of employee in the firm with in specified time of 1 year.)

Step 4 Verify real problem will be solved if objective is achieved . (To beat timely
insufficiency of Human Resource)

Step 5 Verify only one result contained in the objective. (If not, revise as necessary)

Developing Strategies: A General approach to follow in achieving a

mission or objective.

Techniques for Developing Strategies

Step 1 Validate or develop a new mission. (Assure it is still relevant to the needs of
key Peer Group, external customer, i.e.applicants.)

Step 2 Determine type of strategy you need. (Customer/Client Strategy i.e. we will
maintain the policies, programe, selection, retention practices that assure strong employee relation.)
Step 3 Identify alternative strategies. (Purpose, Customer/client, Product/service,
People Strategy.)

Step 4 Evaluate Alternatives.

Step 5 Select the best strategy.

Tasking: Establishing the sequence of work steps to be followed to

achieve the objectives.

Techniques for Tasking

Step 1 Identify action steps. (List separately each step you can think of, without trying to
define the sequence in which the steps must be accomplished.)

Step 2 Specify what is to be done. (Specify what is needed to be done in each action step.)
Step 3 Arrange the steps in Sequence . (Make sure that whether any step is
prerequisite to other or not, whether the completion of one step overlap with the completion of another
or not, will any steps be completed simultaneously or not.)

Step 4 Specify accountability for each step. (Indicate accountability for each action
step in order to make delegation easier & to eliminate misunderstanding about individual work.)

Scheduling: Establishing a time sequence for action steps.

Techniques for Scheduling

Step 1 Consider the principle of the Critical Few. (The small no of causative factors in a
Situation which give rise to the largest part of the results. For example, some 20% of customers usually
account for about 80% of the sales of a product or service.)

Step 2 Use the Minimax Scheduling technique.

a) Determine how long similar projects have taken in the past.

b) Calculate the minimum time.
c) Calculate the maximum time.
 d) Estimate the most likely time.
f) Make trade offs as required.

Budgeting: Allocating the Resources necessary to achieve the

objective.
Techniques for Budgeting
Step 1 Select the needed Resources.
(Select the needed resources like Man, Machine, Money, Material, and Information. Although normally
these resources are converted into the equivalent amount of money. In case of manpower planning, we need
to select resources required to complete the Manpower planning. People (Work force), time, relevant
information, and finance.)

Step 1 Allocate the Resources necessary to complete the work and Objective.
Allot no of people, amount of time, relevant information, and finance to complete the work.

-How much time is required to complete the manpower planning project?

-How many people are required to complete the manpower planning project?
-What information is required to complete the manpower planning project?
-How much finance is required to complete the manpower planning project?

Developing Policies: Establishing standing decisions that apply to

recurring questions and problems of concern to the enterprise, or a
component thereof, in achieving its objectives.

Techniques for Developing Policies

Step 1 Define the issue or problem.
(In case of Manpower planning, first we need to define problem that what is the
problem,why we want to do manpower planning & i.e. Timely unavailability of Manpower)

Step 2 Gather necessary information on the issue.

(Once we define the problem, we need to gather information to develop the policy Exp: No
of employee, No of audit assignment handled previous year(s), No of new audit
assignments in the coming year, No of employee required per audit.etc.)

Step 3 Secure recommendations from seniors.

(Seniors & Departmental head would provide the suggestions & inputs for developing
policy)

Step 4 Draft Policy (Develop the policy on the basis of inputs & information)
Step 5 Make revision (Review the policy)
Step 6 Adopt policy (Implement the policy after final approval)
Step 7 Oversee Policy Implementation (supervise/observe after implementation
effects.)
Step 8 Policy Evaluation and Revision or Modification (Evaluate, review & modify
the policy, if any need arises.)
Developing Procedures: A standardized & continuing method of
performing repetitive work.

Developing Processes: A series of work steps formed by taking

input, adding value to it, and providing an output that meets the
needs of internal or external customers.