Manpower Planning Process:

1. Need identification – Each department has to identify its targets and get resources
allocated accordingly.

2. Succession plan – Then, a succession plan must be formulated by the personnel

managers of each department ensuring that they incorporate additional training programs
in order to alleviate the labor turnover rate of the company.

3. Planning – Planning is done for recruiting candidates if there is shortage of staff in the
organization.

4. Redundancy plan – A redundancy plan must also be developed in case the organization
feels that there are employees in a company that are not required.

5. Approval – These plans and proposals made by the personnel managers are then sent to
the higher management team for approval. If these are approved, then each department
seeks to implement them and depending on the needs of individual departments and cost
constraints, these plans are evaluated and managed.

Techniques of Manpower Planning:

I. Manpower Demand Forecasting Techniques:

1. Time Series Analysis

2. Regression Analysis

Manpower Supply Forecasting Techniques:

Manpower Supply from Internal Sources:

They are:

1. The extent to which the present employees survive in the organization; and

2. The rate of internal turnover (i.e., transfer and promotions) of personnel in the
organization.

- Analysis of Retention

- Stability Index: employees serve at least one year /total employees* 100.

- Cohort group Analysis.

 - Census Method.

- The manpower plan is further divided into the following resultant operational
plans:

- 1. Recruitment plan to show how many and what type of people is required and when
they are needed;

- 2. Redeployment plan to help chart out the future movement in terms of training and
transfers.

- 3. Redundancy plan will indicate who is redundant, when and where; the plans for
retraining, where this is possible; and plans for golden handshake, retrenchment, lay-off,
etc.

- 4. Training plan to chart out if a training is required. If yes, when and to which level;
whether it will be done in-house, done in phases or included as part of a formal induction
program. This includes the cost and benefit analysis of all the options available.

- 5. Productivity plan will indicate reasons for employee productivity or reducing

employee’s costs through work simplification studies, mechanization, productivity
bargaining, incentives and profit sharing schemes, job redesign, etc.

- 6. Retention plan will indicate reasons for employee turnover and show strategies to
avoid wastage through compensation policies, changes in work requirements and
improvement in working conditions.

- 7. Check / reviews points. The success of the entire exercise is dependent upon frequent
reviews so that none of the factors are left out and changes are constantly taken care of.
The important thing is to clearly demarcate point for periodical checks to incorporate
deficiencies and periodic updating of manpower inventory based on training and
performance reviews, in the light of changing circumstances.

a) Work Load Analysis:

Workload analysis is used to determine how many employees of various types are required to
achieve production targets. Similarly plans are made by each part of the organization
concerning the amount of work that is to be accomplished during the coming year. It is necessary
to determine the work-load in some tangible units so that it may be translated into man-hours
required per unit. This work-load analysis is suitable for short-term projections of man-power
requirements.
(b) Work-Force Analysis:

This is useful for long-term projections of man-power requirements. This analysis focuses on
capabilities of work-force and its problems. This will facilitate in knowing strength and
weakness of the organization. The focus is more on problem side of workforce with the object
of improving performance. The major problems of the work-force are absenteeism and labor-
turnover.

Absenteeism means the failure of the employee to report for duty. Excessive absenteeism
involves a considerable loss to the enterprise as it affects the work schedules and results in
delays.

To complete work on time this is to be curbed. Labor Turnover means the relation between the
number of persons joining the organization and leaving due to resignation, retirement or
retrenchment to the average number on the pay-roll. Management is to control the high rate of
labor turnover by reducing the avoidable causes of turnover.

Job profile:

 Job title: The title of the job, such as Project Manager, Special Education Teacher or
Warehouse Supervisor.
 Company information: This section gives the applicant some general background about
the company, including information about the industry, the company's mission and goals
and who they work with. 
 Job description: This is a summary of the main points of the job, including examples of
the duties and responsibilities. It tends to be quite detailed. 
 Job requirements: This is where the company lists the requirements of the job. It states
what types of skills and characteristics they are looking for in a candidate, as well as
more official requirements, such as degrees earned, certifications and years of experience.
 Compensation &Benefits: the salary range and benefits, such as paid time off and
health insurance, it will be listed in this section. 
 Call to action: This is usually the last section in the job profile. It provides the
prospective applicant with information on how to apply for the job. There may be an
email address or a link to an application, as well as instructions for what to include in
your application, such as a cover letter and resume.
 Job physical demands and work environment.
 Reporting assignment.
 Pay range information.
 Working condition (location, tools,
 Type of employment
 Key functional and relation responsibilities to other position in the company.
 Purpose (STATEMNET OBJECTIVE).
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