Manpower Planning

Dr. Elijah EzenduFIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM,

PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

“Manpower planning is the system of matching the supply of people- internally (existing employees) and externally (those to be hired or searched for)- with the openings the organisation expects to have over a given time frame.”

- Lloyd Byars & Leslie Rue

Manpower planning enables an organisation to get hold of the right number and class of people required for operations within a defined timeframe.

Reasons For Manpower Planning

• Projection of corporate objectives unto human resource objectives

• Forestalling shortage of workers• Ensuring sufficient skill pool• Employee career development• Succession planning• Boost human capacity utilization• Development of effective attraction and

retention systems• Build up highly skilled and flexible workforce• Managing short and long term requirements• Avoidance of wrong-sizing• Purposeful competitiveness in human capital

Trends that Influence Manpower Planning

• Staff Turnover

• Employee Advancement

• Business Growth

• New Skill Requirements

• Obsolescence of Current Skills

• Labour Costs

• Migration Force

• Locally Induced Competition

• Foreign Direct Investment Surge

• Social Changes

• Technological Changes

• National Economy

• Ethical Pressure

• Legal Framework

• Demographic Changes

• Disruptive Innovation

Contemporary Steps in Manpower Planning

Ascertain organizational objectives

Determine impact of organizational objectives on each department, section and unit

Find out the KSA required to achieve stated objectives

Ascertain net manpower requirements (Future manpower requirements at specific time less

current manpower level)

Establish resourcing action for mitigating against gap

Determine type and number of human resources required to achieve stated objectives

Skills inventory

Predictable changes

Deaths,Promotions,Resignations,Transfers,Discharges,Retirements

Furlough, Attrition,

Discharge

Recruitment,Selection,

Development

Negative Positive

The Process of Human Resource Planning

Business Strategic Plans

Work Environment Analysis

Scenario Planning

Resourcing Strategy

Human Resource Plans

Demand/ Supply Forecasting

Resourcing Productivity

Operational Effectiveness Analysis

Labour Turnover Analysis

FlexibilityRetention

Work Environment

Source: Michael Armstrong, A Handbook of Human Resource Management Practice

Components of Skills Inventory

• Bio-Data• Job History• Work Experience• General Education• Professional Qualifications• Training History• Achievements• Skills• Future Assignments (Company & Personal Preferences)• Medical History• Talent Summary Pinpointing Levels of Relevance,

Scarcity, Uniqueness, Risk of Absence, Contributory Performance Index and Aggregate Intellectual Value

Ascertaining Future Manpower Requirements

• Delphi method• Scenario planning• Ratio trend analysis• Computer simulation• Labour demand and supply analysis• Work study techniques

Resourcing Action

• Retention Support Scheme• Retraining• Learning & Development• Using Expatriate Workers• Grooming Bonded Workers• Outsourcing• Recruitment & Selection• Furlough• Attrition• Redundancy• Downsizing• Workers Exchange Alliance

Manpower Supply

Internal labour market

External labour market

Flexibility Plan

• Contract workers• Outsourcing• Shift workers• Job sharing• Commission based workers• Overtime arrangements• Teleworking

Manning Template

This is structured to show the required levels of manning per unit/ section/ department at various growth levels.

It serves as a control measure for implementing rightsizing organisation-wide.

Common Problems in Manpower Planning

• Lack of understanding• Top management buy-in• Trouble of techniques• Relationship with Organizational Plan• Initial effort demand• Assumption• Misinformation

Regular Reports from Departmental Heads

• Staff Turnover Rate• Absentee Rate• Difficult-to-fill jobs• Demand for Training Programmes• Trained employees who are proficient

but not positioned to use acquired skills effectively

• List of outstanding employees and their aggregate abilities

Succession Planning Chart

Position: Manager (Marketing)Incumbent: John TundeBack up: Spencer GracePosition: Asst. Manager (marketing)Potential/ Promotability: HP PN

Position: Asst. Manager (Marketing)Incumbent: Spencer GracePotential/ Promotability: HP & PNBack up: Simeon BanjokoPosition: Marketing ExecutivePotential/ Promotability: HP & PN

Position: Asst. Manager (Marketing)Incumbent: Richard AyindePotential/ Promotability: MP & P3Back up: Bumi HansonPosition: Marketing ExecutivePotential/ Promotability: HP & PN

Position: Asst. Manager (Marketing)Incumbent: Ayeni FrankPotential/ Promotability: LP & P1Back up: NBUPosition: Potential/ Promotability:

Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in HR, OD, Competitive Intelligence, Strategy, Restructuring, Business Development, Sales & Marketing, Interim Management, CSR, Leadership, Project & Programme Management, Cost Management, Outsourcing, Franchising, Intellectual Capital, eBusiness, Social Media, Software Architecture, Cloud Computing, eLearning & International Business. He holds proprietary rights of various systems. He is currently CEO, Rubiini (UAE) and Hon. President, Worldwide Independent Inventors Association. He functioned as Chair, International Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting, Nigeria; Chairman (Certification & Training), Lead Assessor & Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant, JK Michaels; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Director, Fortuna, Gambia; Director, The Greens; Director of Programmes & Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Adjunct Faculty, Regent Business School, South Africa; Adjunct Faculty, Ladoke Akintola University of Technology, Nigeria; Editor-in-Chief, Cost Management Journal; Council Member, Institute of Internal Auditors of Nigeria. He holds Doctoral Degree in Management, Master of Business Administration and Fellowship of Several Professional Institutes in North America, UK & Nigeria. He is an author & widely featured speaker in workshops, conferences & retreats. He was involved in developing Specialist Master’s Degree Course Content for Ladoke Akintola University of Technology (Nig) and Jones International University (USA). He also works as Adjunct & Visiting Professor of Universities and holds Interim Management Assignments on Boards of Companies.

Thank You