By.

Aparna Gadi

To achieve any goal, manpower requirement needs to be assessed, located and harnessed. HRP is a planning process by which an organization can move from its current manpower position to its desired manpower position. Optimum manpower planning aims at: a) Balancing demand, supply, distribution and allocation of manpower b) Controlling cost of human resources c) Formulating policies on transfer, succession, relocation of manpower

Forecasting future manpower requirements: This can be done either in terms of mathematical projections or in terms of judgmental estimates. Preparing an inventory of present manpower: Should contains data about each employees skills, abilities, work preferences. Anticipating Problems of manpower: This can be done by projecting present resources into the future and comparing the same with the forecast of manpower requirements.

Meeting manpower requirements: This can be achieved through planning, recruitment and selection, training and development, induction and placement, promotion and transfer, motivation and compensation to ensure that future manpower requirements are correctly met.

Job Analysis Job Description & Job Specification Developing Work Rules Application of Industrial Engineering Techniques Other Factors a) Layout b) Statutory Requirements c)Shifts d) Leave Reserve

Is to integrate planning and control of manpower with Organizational planning to ensure best possible utilization of all resources. Is to coordinate manpower policies of the Organization. Achieve efficiency of work in all sphere of the corporate body Ensure cost minimization Eliminate all types of wastages including waste of time Maintain required levels of skill and competency, matching present and future needs of the Organization.

It is influenced primarily by - Volume of output (Analysis of Performance) - The level of Productivity (Analysis of Productivity)

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Analysis of Performance In this the total workload is related with the manpower units of different categories and then finally the total requirement of manpower of different categories is determined. It can be done either through direct or indirect methods.

i) Direct analysis is to review past performance to derive a ratio between two variables (workload and manpower of certain category). This can be done either by relating to a particular point of time or by averaging figures over a period of time. ii) Indirect analysis is based on the estimates made on past experience. Thus it is less systematic than the direct analysis.

Productivity has two major components - Technological change - Manpower utilization

Investigation - Awareness about the detailed manpower scenario with a holistic view. - A SWOT analysis can reveal a better picture - Scientific homework, to identify the present and future skill gaps. Forecasting - Demand Forecasting with the help of manpower supply analysis(internally & externally)

Planning and Control of Manpower - Forecasts of manpower are translated into HR policies like recruitment, training & development. Utilization - Success is measure in terms of achievement trend, both quantitatively and qualitatively. Quantitative achievement is visible from productivity trend, manpower cost etc. Qualitative achievement is a subjective appraisal on achievement of Organizational objectives.

1)

Depending on the time scale, human resource or manpower forecast pattern also changes. Analysis of Workload Factors To forecast the manpower requirements of different points of time, workload analysis is extremely important. Analysis of present and future workload depends on the possibility of quantifying the work content in every area of an organizational activity.

i) Classification of work: - classification of work is done by identifying the work or job content and time requirement for such job or work unit. - normal fatigue allowance is not considered while developing such time requirement. - with the pace of technological change, standard time required also varies.

ii) Forecasting the number of jobs - Job forecasting in quantitative terms for a number of jobs is done for a time period. - this is done based on the demand projection iii) Converting the projected jobs in man-hours - multiplying the time limit requirement of each job within the number of projected jobs, man-hours for jobs are computed.

iv) Converting the man-hours into manpower requirement - aggregate man-hours are converted into manpower requirements. - This is done considering leave reserve, normal fatigue allowance, etc.

Employment data over a time period (time series) are used under this method as the basis for manpower forecast. The following five distinct elements are essential to record employment levels over a period. i) Trend - fluctuations in level of employment over a time period

ii) Cyclical Effects - change in employment in relation to some particular event, like; economic liberalization in India or WTO resolution iii) Seasonality - seasonal fluctuation occur more than once in a given time period iv) Step - this is a sudden change in employment level due to economic environment or increased market share or procurement of some new machines, etc. v) Random Fluctuations - these are fluctuations in employment level which are random in nature, i.e., such fluctuations do not follow any obvious pattern.

Wastage Analysis - Manpower wastage is an element of labour turnover. - Wastage is severance from the organization, which includes, voluntary retirement, normal retirement, resignations, deaths and dismissals. - Marginal recruitment decisions, without wastage analysis may lead to inaccuracies in HRP. - Wastage decreases with the increase of length of service. - Wastage also decreases with the increased skill exercise and age of employees.