11/21/2023

Recent Trends in Manpower

Development and Planning
• Globalization
• Workplace Diversity
• Changing ability requirements
• Corporate scaling down
• Ceaseless change activities
• Re-building
• Sudden work pressures
• Employee involvement

Competency mapping
• Competency mapping is the process of
identifying the specific skills, knowledge,
abilities, and behaviours required to operate
effectively in a specific trade, profession, or
job position

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Cont.
• From the perspective of the
employer, competency mapping increases
awareness of existing skill sets as well as skill
gaps in the organization

Cont.
• Competency mapping helps employees in
clearly understanding what is expected from
their job at hand

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Types of Competency Mapping

• Intellectual Competency
• Motivational Competency
• Social Competency
• Emotional Competency

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Advantages of Competency Mapping

• Competency analysis provides crucial
feedback to employees
• It helps in developing a structured
recruitment process
• Competency analysis provides crucial data.
Top-level management uses this data for
decisions, transfers, restructuring, and
training.

Disadvantages of Competency
Mapping
• Data and feedback are useful only if the
employees want to improve
• Analyses do not increase performance unless
there is a fundamental change within the
organization
• Competency analysis is expensive, time-
consuming, and tedious
• Change is challenging for employees

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Competency mapping process

• Define
• Assess
• Analyze and take action
• Revisit

Knowledge Management
• Knowledge management is how businesses
gather, organize, update, and share
information with customers, employees, and
business partners

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Explicit knowledge
• Explicit knowledge is structured information
that’s easy to document, share, and learn
• E.g. a report containing call center
performance metrics

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Implicit knowledge
• Implicit knowledge is the application of
learned (explicit) knowledge
• E.g. a webinar about video conferencing
software and then trying it out with clients

Tacit knowledge
• Tacit knowledge is information gained
through experience or intuition
• E.g. knowing that a customer likes to chat
about baseball before placing their order

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Declarative knowledge
• Declarative knowledge is factual information
or static principles
• E.g. the date company was founded

Procedural knowledge
• Procedural knowledge is information
describing how to do something
• E.g. how-to articles about setting up your
email on a new device

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Manpower Development
• Manpower development is a process that
seeks to optimize an organization’s usage of
its human resources

Cont.
• It requires an integrated approach that
addresses multidimensional aspects of
employees, ranging from enhancing technical
and interpersonal skills to creative thinking
and leadership

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Cont.
• Organizations with high productivity levels
have made manpower development an
integral part of their business culture

Cont.
• It helps in growth and diversification of
business
• Through manpower planning, human
resources can be readily available and they
can be utilized in best manner

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Cont.
• It helps the organization to realize the
importance of manpower management
which ultimately helps in the stability of a
concern

E-Manpower Planning
• e-MANPOWER is a modern payroll and
human resource management application,
ideal for small and medium sized businesses
• E-HR is a function of HR that is concerned with
the use, management, and regulation of
electronic information and processes within
an organization

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Human Resource Information System

(HRIS)
• Human Resources Information Systems (HRIS)
is an integration of HRM and Information
Systems (IS)
• HRIS is the system used to acquire, store,
manipulate, analyze, retrieve, and distribute
pertinent information regarding an
organization's human resources

HRIS Uses
• To Store information and data for each
individual employee for future reference
• To provide a basis for planning, organizing,
decision making, controlling and a host of
other human resource functions

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Cont.
• To meet daily transactional requirements
such as marking present, absent or granting
leave
• To supply data and submitting returns to
government and other statutory agencies

Applications of HRIS
• HR planning
• Succession planning
• Work force planning
• Work force dynamics analysis
• Staffing
• Applicant recruitment and tracking
• Employee data base development
• Performance management

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Cont.
• Learning and development
• Compensation and benefits
• Pay roll
• Job evaluation
• Salary survey
• Salary planning
• International compensation
• Benefits management
• Develop innovative Organizational Structure

IMPLEMENTATION IN THE ORGANIZATION

STEPS IN IMPLEMENTING HRIS
• FEASIBILITY STUDY
• SELECTION OF PROJECT TEAM
• DEFINING THE REQUIREMENTS
• VENDOR ANALYSIS
• CONTRACT NEGOTIATIONS
• TRAINING
• TAILORING THE SYSTEM

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Cont.

• DATA COLLECTION
• TESTING THE SYSTEM
• STARTING UP
• PARALLEL RUNNING
• MAINTENANCE
• AUDIT

BENEFITS OF HRIS
• Higher speed of retrieval and processing of
data
• Reduction in duplication of efforts leading to
reduced cost
• Better analysis and decision making
• Higher accuracy of information and reports
generated
• Fast response to answer queries

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Cont.
• Improved quality of reports
• Better work culture
• Streamlined and systematic procedures
• More transparency in the system

LIMITATIONS
• Expensive in terms of finance and manpower
requirement
• Inconvenient to those who are not
comfortable with computers, particularly top
bosses

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BARRIERS TO THE SUCCESS OF HRIS

• Lack of management commitment
• Satisfaction with the status quo
• No or poorly done needs analysis
• Failure to include key people

Cont.
• Failure to keep project team intact
• Politics / hidden agendas
• Failure to involve / consult significant groups
• Lack of communication
• Bad timing (time of year and duration)

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