BASED ON THE DATA FROM ASHOK LEYLAND

Manpower Planning and HR Metrics

HRD TALENT TRIANGLE

Talent Acquisition

Talent Managemen

t

TalentDevelopmen

t

TALENT ACQUISITION

Organization structuring

Manpower planning

Staffing

On-boarding

MANPOWER PLANNING

A process of selecting and putting right

number of people, right kind of people at

the right time, right place, doing the right

things for which they are selected which in

turn help in achieving the goals of the

organization

WHY MANPOWER PLANNING IS IMPORTANT ? Provides input regarding talent availability and necessity

Efficient utilization of resources: Optimization of resources Work Load Balancing

Motivation: Group motivation and Individual motivation

Better human relations – provides Job security and improves human relations

Higher productivity: Productivity will increase with right people at Right job in Right Qty

Any shortage or surplus can easily be identified and the problem can be rectified.

All the recruitments in our organization are based on manpower planning.

Reduce the labor cost as overstaffing is avoided.

Identify the available talents. Growth and diversification of business.Helps in the stability of a concern.

WHY WE NEED MANPOWER PLANNING?

Barriers to HRP

Time consumingExpensiveInaccuracyLack of top management supportEmployee resistanceIncompatibilityApproach conflictEnvironmental changes

Prerequisites for a Successful HRP

Top-management supportProper linkage between HR plan and

organizational plan. Periodic review and revision of the forecasting

techniques and the forecastsWithout long range planning concentration

becomes focussed on short-term needs resulting in “crisis management” reactions

An excellent and up-to-date HRISProper balance should be adopted between the

qualitative and quantitative approaches to HRP

Forecasting as a Part of Human Resource Planning

Demand Forecasting Supply ForecastingDetermine

Organizational Objective

Design Job Description and Job Requirement

Aggregate Demand Forecast

Choose Human Resource Programs

Internal Programs• Promotion• Transfer• Career

Planning• Training• Turnover

Control

External Programs• Recruiting• External

Selection• Executive

Exchange

Internal Supply Forecast

External Supply Forecast

Aggregate Supply Forecast

Does Aggregate

Supply Meet Aggregate Demand

Perform feasibility analysis

Demand Forecast For Each Objective

Manpower Demand Planning

Long range Objective &

Plans

Overall Requiremen

t For Human

Resource

Inventory Of Present

Human Resources

Net New Human

Resource Requiremen

t

Procedure for

Evaluating Effectivene

ss Of Human

Resources

Short Term Goals, Plans , Programs & Budgets

Work force Requirements

by occupational

categories job skills etc.

Inventory by Occupationalcategories skills,Demographic characteristics

Action Planning

Replacement Or

Addition by Transferrin

g, Recruiting & Selecting

Job Analysis

Job Analysis:- The procedure of determining the duties and skill

requirements of a job and kind of person who should be hired for it.

Job Analysis

Job Description

Job Specificatio

n

Job Description

A list of job's duties, responsibilities, reporting relationships , working conditions and supervisory responsibilities, one product of a job analysis.

Job Specification

A list of job's "human requirements", that is, the requisite education, skills, personality, and so on, another product of job analysis.

Timescale For Human Resource Planning

Time Frame Requirement Basis

Availability Action Plans to meet Requirements

< 1 year Annual Budget (Operational Plans)

Existing manpower + Contractual Manpower

Body shoppers / contractors, overtime , recruitment on contractual terms, restructuring and layoffs.

1-2 years Forecasted budget or forward budget (Business Plans)

Current Manpower – Projected Attrition

Transfer, promotion, restructuring, redundancy, Training and development

Timescale For Human Resource Planning

Time Frame Requirement Basis

Availability Action Plans to meet Requirements

2-5 years Long Term Plans

Projected manpower (including those trainees who will be inducted during the period)

Succession plans, recruitment, training and development , restructuring , redundancy

More than 5 years

Perspective plans

Labor market , education system

Succession plans, MDP, OD, redeployment, job restructuring

Forecasting Demand For Employees

Forecasting Demand

Qu

an

tita

tive

M

eth

od

sQ

ualita

tive M

eth

od

s

Quantitative Forecasting Techniques

Trend AnalysisWork Study TechniqueBusiness and Planning AnalysisNew Venture AnalysisComputer Based Simulation Models

18

Trend Analysis of HR Demand at Ashok Leyland

2004 $2,351 14.33 164

2005 $2,613 11.12 235

2006 $2,935 8.34 352

2007 $3,306 10.02 330

2008 $3,613 11.12 325

2009 $3,748 11.12 337

2010 $3,880 12.52 310

2011* $4,095 12.52 327

2012* $4,283 12.52 342

2013* $4,446 12.52 355

BUSINESS LABOR = HUMAN RESOURCES

FACTOR PRODUCTIVITY DEMANDYEAR (SALES IN THOUSANDS) (SALES/EMPLOYEE) (NUMBER OF EMPLOYEES)

*Projected figures

Work Study Technique

Used when its possible to calculate the length of the operation and labor involved.

Productive Hours/ Unit * Planned Volume * (1- Absentee) * ( 1 - Idle)= ------------------------------------------------------------------------ Actual Working hours of Individual

Work Study Technique Demonstrated At Ashok Leyland

Qualitative Forecasting Techniques

Management Forecasts Centralized Approach Decentralized Approach

Delphi TechniqueNominal Group Technique

Meeting Demand

Meeting Demand

Inte

rnal

Su

pp

lyE

xtern

al S

up

ply

Internal Supply

Internal Supply

Inflows &

Outflows

Absenteeism

Turnover Rate

Movement Among

Jobs

Productivity Level

External Supply

Advertisements, Manpower Consultants, Campus Recruitment, Unsolicited Applications, Employee Referral.

Data taken from recent report:Hiring Process Ratio

Ad generates 2000 applications, 200 are potential

10:1

Out of 200, 40 attend interview 5:1

Out of 40, 30 offered jobs 4:3

Out of 30, 20 accepted 3:2

Overall Yield(2000:20) 100:1

Analysis Of Current Manpower Requirement At Ashok Leyland

Current Problems

Excess manpower in Ennore and Hosur 1 plant Union barrier for downsizing New Talent requirement for our Uttarakhand

PlantLack of Skilled manpower at UttarakhandLearning and Development at new plantAgeing of Ennore and Hosur 1 employee

strength Poor Quality of Manpower at North Indian Plant

Solutions Proposed

Convert Ennore Plant as R&D and Pilot Built shops, use technical Skills of Ennore experienced employees

Transfer or Promote Ennore employees to new Plant

NTTF technical collaboration for skill development

Built New training centers in Uttarakhand.

HR Metrics Used In Manpower Planning

Current V/S Actual Manpower - To track the manpower requirement.

Skill Matrix – For tracking internal skill set.Competency Matrix – For checking GAP in

the competency at the desired recruited role.Recruitment Effectiveness Matrix – To check

how many people are recruited using a particular type of recruitment.