manpower planning

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Overview of Human Resource Planning Processes in Organisations

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  • 1. Manpower PlanningDr. Elijah Ezendu FIMC, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr

2. Manpower planning is the system of matching the supply of peopleinternally (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 3. Manpower planning enables an organisation to get hold of the right number and class of people required for operations within a defined timeframe. 4. 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 5. 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 6. Contemporary Steps in Manpower Planning Ascertain organizational objectivesDetermine impact of organizational objectives on each department, section and unitFind out the KSA required to achieve stated objectives Deaths, Promotions, Resignations, Transfers, Discharges, RetirementsPredictable changesDetermine type and number of human resources required to achieve stated objectivesAscertain net manpower requirements (Future manpower requirements at specific time less current manpower level)Establish resourcing action for mitigating against gapFurlough, Attrition, Dischargeve ati eg NPo sitiveRecruitment, Selection, DevelopmentSkills inventory 7. The Process of Human Resource Planning Business Strategic PlansResourcing StrategyScenario PlanningDemand/ Supply ForecastingLabour Turnover AnalysisWork Environment AnalysisHuman Resource PlansOperational Effectiveness AnalysisResourcingRetentionFlexibilityProductivityWork EnvironmentSource: Michael Armstrong, A Handbook of Human Resource Management Practice 8. 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 9. Ascertaining Future Manpower Requirements Delphi method Scenario planning Ratio trend analysis Computer simulation Labour demand and supply analysis Work study techniques 10. Resourcing Action Retention Support Scheme Retraining Learning & Development Using Expatriate Workers Grooming Bonded Workers Outsourcing Recruitment & Selection Furlough Attrition Redundancy Downsizing Workers Exchange Alliance 11. Manpower SupplyInternal labour marketExternal labour market 12. Flexibility Plan Contract workers Outsourcing Shift workers Job sharing Commission based workers Overtime arrangements Teleworking 13. 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. 14. Common Problems in Manpower Planning Lack of understanding Top management buy-in Trouble of techniques Relationship with Organizational Plan Initial effort demand Assumption Misinformation 15. 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 16. Succession Planning Chart Position: Manager (Marketing) Incumbent: John Tunde Back up: Spencer Grace Position: Asst. Manager (marketing) Potential/ Promotability: HP PNPosition: Asst. Manager (Marketing) Incumbent: Spencer Grace Potential/ Promotability: HP & PN Back up: Simeon Banjoko Position: Marketing Executive Potential/ Promotability: HP & PNPosition: Asst. Manager (Marketing) Incumbent: Richard Ayinde Potential/ Promotability: MP & P3 Back up: Bumi Hanson Position: Marketing Executive Potential/ Promotability: HP & PNPosition: Asst. Manager (Marketing) Incumbent: Ayeni Frank Potential/ Promotability: LP & P1 Back up: NBU Position: Potential/ Promotability: 17. 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 Masters 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. 18. Thank You