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FACULTY OF ENGINEERING, TECHNOLOGY, APPLIED DESIGN, AND FINE ART

DEPARTMENT OF CIVIL ENGINEERING

BACHELOR OF CIVIL ENGINEERING

BCE 4203-PROJECT PLANNING AND MANAGEMENT

LECTURE IV-MANPOWER PLANNING, ASSESMENT

BY

TWONGYEIRWE ABRAHAM 2018/KCE/1223/F

MUGISHA RODGERS 16/A/BCE/1096/F

LECTURER: TIBENDERANA PHILIP

4. MANPOWER PLANNING, ASSESMENT

4.1. INTRODUCTION
Manpower/Human Resource is the most valuable asset of an organisation, not money or physical
equipment. An organization’s performance and resulting productivity are directly proportional to the
quality and quantity of human resources. The quantity and quality of manpower to be hired by a firm
at any time needs therefore to be properly planned. Manpower planning is therefore the most important
managerial function of an organization.
Manpower planning is the determination of right number and right skills of human force to suit
present and future needs. Manpower planning is defined by Stainer “Strategy for the requisition,
utilization, improvement and preservation of an enterprise’s human resource. It relates to establishing
job specifications or the quantitative requirements of jobs determining the number of personnel
required and developing sources of manpower.” Manpower planning is a process of determining
requirementsof right number and right kind of human force at right place and right time.
Manpower planning:
Ensures adequate supply of human resources.
Ensures proper quality of human resources.
Ensures effective utilization of human resources.
Manpower planning (MPP) should:
Incorporate the human resource needs in the light of organizational goals.
Be directed towards clear and well-defined objectives.
Ensure that it has the right number of people and the right kind of people at the right time doing
work for which they are economically most suitable.
Take into account the principle of periodical reconsideration of new developments and
extending the plan to cover the changes during the given long period.
Pave the way for an effective motivational process.
Adequately be flexible to suit the changing needs of the organization.
MPP is essentially concerned with the process of estimating and projecting the supply and demand
for different categories of personnel in the organization for the years to come.
4.2. PROCESS OF MANPOWER PLANNING
 Anticipating manpower needs: This provides basic premises on which the manpower
planning is built in an organization. Under this step manpower requirements are forecasted
regularly, for which heads of different units of the organization are asked to present data in
prescribed forms about current manpower available of different categories of personnel number
of vacant posts- whether sanctioned or not, requirement of new posts to be filled with reasons
 for arising such new posts etc. In this way an inventory of the existing manpower of different
units, vacant posts and new posts to be filled is taken. Now the inventory of current manpower
sent by various units is compared with standards set up for sanction of staff which will indicate
shortage or surplus of staff. In case of surpluses it is decided how these surpluses will be dealt
with and in case of shortage , by considering data about number of vacant posts and new posts
to be filled it is decided how many human resources are needed and how to meet these
shortages. In addition to this, as and when there is requirement of manpower, the concerned
unit prepares a proposal of required manpower. In the proposal, particulars about total
manpower requirements place of work, nature of work, reasons for arising such vacancies etc.
are mentioned and it is sent to top management. After sanctioning the proposal, a resolution for
filling the posts of the proposal is passed and the posts are released for filling.
 Planning job analysis and job description: After having decided how many human resources
would be needed, the next important step is planning job analysis and job description. In order
to fill up a post for the job, information about the duties to be performed in that job is essential.
Hence under this step, requirements of the duties to be performed in a particular job are planned,
which demands job analysis and job description. Job analysis is a detailed and systematic study
of information relating to the tasks, operations and requirements of a specified job i.e. complete
study of nature of job. In other words, it refers to the anatomy of the job. Job description is a
written record of the duties, skills, responsibilities and conditions of a particular job. It contains
a statement describing the job in such terms as its title, location, duties, working conditions,
hazards, and relationship with other departments. Supervision to be exercised etc. By study of
job analysis and job description selection committee can clearly know the type of person to be
selected. So job analysis and job description provide a realistic basis for recruitment and
selection.
 Selection adequate sources of recruitment: After determining manpower requirements and
preparing job analysis and job description, the organization selects different sources of
recruitment. These sources can be internal or external as discussed at a later section.
4.3. NEED FOR MANPOWER PLANNING

Manpower planning is needed for foreseeing the manpower requirements of an organization and supply
of manpower. Its need can be assessed from the following points:
Replacement of Persons: A large number of persons are to be replaced in the organization
because of retirement, old age, death, etc. There will be a need to prepare persons for taking up
new position in such contingencies.
 Labour Turnover: There is always labour turnover in every organization. The degree of
labour turnover may vary from concern to concern but it cannot be eliminated altogether. There
will be a need to recruit new persons to take up the positions of those who have left the
organization. If the concern is able to forecast turnover rate precisely, then advance efforts are
made to recruit and train persons so that work does not suffer for want of workers.
Expansion Plans: Whenever there is a plan to expand or diversify the concern then more
persons will be required to take up new positions. MPP is essential under these situations.
Technological Changes: The business is working under changing technological environment.
There may be a need to give fresh training to personnel. In addition, there may also be a need
to infuse fresh blood into the organization. MPP will help in meeting the new demands of the
organization.
Assessing Needs: MPP is also required to determine whether there is any shortage or surplus
of persons in the organization. If there are less persons than required, it will adversely affect
the work. On the other hand, if more persons are employed than the requirement, then it will
increase labour cost, etc. MPP ensures the employment of proper workforce.
4.4.OBJECTIVES OF MANPOWERPLANNING
The following are the objectives of human resource planning:
Assessing manpower needs for future and making plans for recruitment and selection.
Assessing skill requirement in future for the organization.
Determining training and the development needs of the organization.
Anticipating surplus or shortage of staff and avoiding unnecessary detentions or dismissals.
Controlling wage and salary costs.
Ensuring optimum use of human resources in the organization.
Helping the organization to cope with the technological development and modernization.
Ensuring career planning of every employee of the organization and making succession
programmes.
Ensuring higher labour productivity.
4.5.DETERMINANTS OF MANPOWER PLANNING
There are several factors that affect HRP. These factors or determinants can be classified into external
factors and internal factors.
4.5.1. External Factors
Government Policies: Policies of the government like labour policy, industrial relations policy,
policy towards reserving certain jobs for different communities and sons-of-the soils, etc. affect
the MPP.
 Level of Economic Development: Level of economic development determines the level of
HRD in the country and thereby the supply of human resources in future in the country.
Business Environment: External business environmental factors influence the volume and
mix of production and thereby the future demand for human resources.
Level of Technology: Level of technology determines the kind of human resources required.
International Factors: International factors like the demand for the resources and supply of
human resources in various countries.
4.5.2. Internal factors
Company Policies and Strategies: Company’s policies and strategies relating to expansion
diversification, alliances, etc. determine the human resource demand in terms of quality and
quantity.
Human Resource Policies: Human resources policies of the company regarding quality of
human resource, compensation level, quality of work life, etc. influences human resource plan.
Job Analysis: Fundamentally, human resource plan is based on job analysis. Job description
and job specification determines the kind of employees required.
Time Horizons: Companies with stable competitive environment can plan for the long run
whereas the firms with unstable competitive environment can plan for only short-term range.
4.6.GUIDELINES FOR MAKING MANPOWER PLANNING EFFECTIVE

Some of the suggestions for making HR planning effective are as given below:

Integration with Organizational Plans. Human resource planning must be balanced with
organizational plans. It must be based on the organizational objectives and plans. This requires
development of good communication channels between organization planners and the human
resource planners.
Period of HR Planning. Period of the planning should be appropriate to the needs and
circumstances of the enterprise in question. The size and structure of the enterprise as well as
the anticipated changes must be taken into consideration.
Proper Organization. To be effective, the planning function should be properly organized. If
possible, within the human resource department. A separate cell or committee should be
constituted to provide adequate focus and to coordinate planning work at various levels.
Support of Top Management. To be effective in the long run, manpower planning must have
the full support of the top management. The support from top management is essential to
ensure the necessary resources, cooperation and support for the success of the planning.
Involvement of Operating Executives. Human resource planning is not a function of manpower
planners only. To be effective, it requires active participation and coordinated efforts on the
 part of operating executives. Such participation will help to improve understanding of the
process and thereby reduce resistance.
Efficient and Reliable Information System. To facilitate human resource planning, an adequate
database must be developed for human resources.
Balanced Approach. The human resource experts should give equal importance to both
quantitative and qualitative aspects of manpower. Instead of matching existing people with
existing job, stress should be laid on filling future vacancies with right people.
Promotion should also be considered carefully. Career planning and development, skill levels,
morale, etc. should be given due importance by the planners.
4.7.PROCESS OF MANPOWER ASSESMENT
Assessing your man power involves evaluating employee performance based on their achievement
of specific, measurable, attainable, realistic and timely objectives. By defining consistent job
descriptions and associated skills and competencies, you can assess your staff according to their
job classification, performance level, job scope, self-control and style. Rating employees on a
standard scale, such as good, average or poor allows you to tell your staff performs in relationship
to their peers and validates promotion, compensation or termination decisions.
Define your performance management process: Typically, this involves planning work and
setting expectations for your staff, monitoring performance, providing development
opportunities, rating employees and rewarding outstanding workers. Manpower assessment
typically occurs annually although they can occur more frequently during initial or
probationary periods. Ensure your process complies with legal regulations.
Observe employees on the job to evaluate if they have achieved their defined goals: These
should be objective, quantifiable and measurable. Employees should have the resources to
meet these goals as demonstrated by indicators measuring the outcome of the work. For
example, observe a member of staff conducting a sales transaction to determine if he
completes the required steps to close the sale properly.
Ask co-workers for input on the employee’s performance: Include customers or suppliers in
the evaluation exercise if the employee interacts with those people. Solicit input by email or
online anonymous questionnaire. Ask for a description of the work the employee does and
how well he does the tasks assigned to him. Encourage reviewers to suggest areas of
improvement so the employee can focus his development on the appropriate areas in the next
review period. Input on performance areas such as team work, time management, listening
skills and other professional skills can help the employee focus his development.
Allow the employee to assess herself against the establish criteria and assign herself a rating:
Encourage the employee to take on new challenging assignments and pursue career
development opportunities in the next review period. Ensure that new assignments align with
strategic goals.
Tie employee assessment to balanced scorecard measurements. For example, determine what
percentage of company sales a particular employee is responsible for and reward the
employee accordingly. Reward other outcomes, such as patents obtained, papers published or
certifications achieved. Similarly, deny advancement opportunities to those who do not
achieve these results.