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  • SHRM U4 MPP

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    Manpower planning, also known as human resource planning or personnel planning, involves determining an organization's manpower needs and developing plans to meet those needs. It includes forecasting future manpower requirements, identifying potential gaps between requirements and supply, and developing strategies to address gaps. The goals of manpower planning are to ensure the right people are in the right jobs at the right time to enable the organization to achieve its objectives and gain competitive advantage. It is a process that considers internal and external factors and involves analyzing current manpower, assessing future needs, planning necessary actions, and providing feedback.

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    Manpower planning, also known as human resource planning or personnel planning, involves determining an organization's manpower needs and developing plans to meet those needs. It includes forecasting future manpower requirements, identifying potential gaps between requirements and supply, and developing strategies to address gaps. The goals of manpower planning are to ensure the right people are in the right jobs at the right time to enable the organization to achieve its objectives and gain competitive advantage. It is a process that considers internal and external factors and involves analyzing current manpower, assessing future needs, planning necessary actions, and providing feedback.

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    12 views10 pages

    SHRM U4 MPP

    Uploaded by

    moiz_tiger
    Manpower planning, also known as human resource planning or personnel planning, involves determining an organization's manpower needs and developing plans to meet those needs. It includes forecasting future manpower requirements, identifying potential gaps between requirements and supply, and developing strategies to address gaps. The goals of manpower planning are to ensure the right people are in the right jobs at the right time to enable the organization to achieve its objectives and gain competitive advantage. It is a process that considers internal and external factors and involves analyzing current manpower, assessing future needs, planning necessary actions, and providing feedback.

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    of 10

    MANPOWER PLANNING

    Manpower planning
    ALSO KNOWN AS…

    • Human Resource planning

    • Personnel planning
    INTRODUCTION
    • Regarded as the quantitative & qualitative
    measurement of work force required in an
    organization & planning in relation to manpower
    may be regarded as establishing objectives to
    develop HR in line with broad objectives of the
    organization.
    • Coleman: MPP is the process of determining
    manpower requirements & the means for meeting
    those requirements in order to carry out the
    integrated plan of the organization.
    Also......

    • MPP is the process by which organization


    determines its HRM needs & develops &
    implements plans to address them.
    • HRP is taken up into Macro or in broad
    sense WHEREAS, MPP is taken up into
    Micro or more specific sense.
    • MPP= No. of person leaving in one year
    Average no. of employees
    STAFFING…
    • Means placing the right person at the right
    place at the right time
    • As business face a heavy price for the
    Over or Under staff.
    • Under staff leads to: Poor service, less
    sale, under pressure, reduce profit
    • Over staff leads to: Waste in money,
    confusion, less productivity
    OBJECTIVES
    • Helps to project the short term to long term
    needs
    • Early indication of potentials & retention
    difficulties
    • Suitable, qualified & experienced
    successor
    PURPOSE & BENEFITS
    • Determine work force for tomorrow access
    • Serves competitive advantage
    • Bridge knowledge gaps
    • To plan employee development
    • Improvement in the overall business planning
    • Reduced labour costs
    • Evaluate alternative manpower actions &
    policies
    STEPS

    ASSESSING
    DEVELOPING
    CURRENT
    STRATEGIES
    MANPOWER

    RIGHT
    PEOPLE
    AT
    RIGHT
    PLACE TIME
    ANALYSING
    IDENTIFYING
    FUTURE
    GAP
    NEEDS
    EXTERNAL INTERNAL ORGANIZATION COMMUNICATION
    MIN
    MIZI
    NG
    •Reward system
    •Labour market •Internal •Sales target
    •Current work
    SHO •Supply wastage •Production
    Practice
    CK •Govt policies •Number •Profit target
    •Technology
    •Education employed •Product market
    •IR
    trends •Retirement analysis

    FORECASTING &
    ESTIAMTING SUPPLY DEMAND

    PLANNING ESTIMATE OF MANPOWER ADJUSTMENTS


    RESOURCE

    PLANS FOR
    Recruitment
    T&D New technology
    Retirement Productivity
    FEEDBACK
    MP UTILIZATION
    MANPOWER ANALYSIS
    • LABOUR TUNOVER INDEX=
    No. of leavers in a specified period (usually1 yr) x 100
    Average no. of employees during the same period

    • LABOUR STABILITY INDEX=


    No. of employees with one year service or more x 100
    No. of employees one year ago

    • SURVIVAL RATE= The proportion of employees who are


    engaged within a certain period & who remain with the firm
    after so many months or years of service. Ex- after 2 years,
    10 out of 20 managers were still with the company, a survival
    rate of 50%.

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