MANPOWER PLANNING. DEFINITION PROCESS BY WHICH ANORGANISATION ENSURES THAT IT HAS THE RIGHT NUMBER AND KIND OF PEOPLE AT THE RIGHT PLACE AND AT THE RIGHT.

Slides:



Advertisements
Similar presentations
St. Louis Public Schools Human Resources Support for District Improvement Initiatives (Note: The bullets beneath each initiative indicate actions taken.
Advertisements

Chapter-4 Staffing.
Recruitment: The First Step in the Selection Process
Recruitment and Selection. Selection and Engagement of Personnel Formulation and implementation of systematic approaches to Selection The application.
© 2005 Prentice Hall Inc. All rights reserved.4–1 Key Terms Job TaskPositionJob Element Job Family.
1 Introduction to Workforce Planning and Development in State of Alaska Executive Branch Departments.
JOB ANALYSIS AND HUMAN RESOURCE PLANNING
HUMAN RESOURCE POLICIES Naubahar Bottling Company.
JOB ANALYSIS AND HUMAN RESOURCE PLANNING
3.06 Develop Job Descriptions
Chapter 4 – Strategic Job Analysis and Competency Modeling
BP Centro Case Top management job descriptions Team 4 Jussi Tiilikainen Jiri Sorvari.
Top management jobs BP-Centro Finland Erno Karpoff
HUMAN RESOURCE MANAGEMENT Introduction Human Resource Strategy Human Resource Planning Recruitment and Selection Training and Development Performance Management.
What is Personnel administration?
© Pearson Education Chapter 2 Personnel Planning and Recruiting.
Feasibility and Business Planning
© 2005 McGraw-Hill Ryerson Ltd. Chapter 6 Training Employees 1.Discuss how to link training programs to organizational needs. 2. Explain how to assess.
STAFFING VAIBHAV VYAS.
Staffing ACC's Philosophy  Maintain high Selection Standards –Meet the Business Needs of the Company –Short Term & Long Term  "Promote from within" –Priority.
Staffing Procedures. Staffing A process of hiring employees who can help run the business efficiently, attract customers, and increase sales. When hiring.
RECRUITING HUMAN RESOURCES
PAD214 PUBLIC PERSONNEL ADMINISTRATION
HR Planning & HRIS. HR Planning The process of systematically reviewing HR requirements to ensure that the required number of employees, with the required.
Job analysis and Job description. Job analysis is the first step in job evaluation and requires investigation each job skills and personal attributes.
Human Resource Management and Labor Relations
1 Copyright © 2000 by Harcourt, Inc. All rights reserved. (1) 6 Module 6 Staffing the Salesforce Recruitment and Selection.
Principle of Management
Module 6 Staffing the Salesforce Recruitment and Selection
JOB ANALYSIS.
Objectives: By the end of the chapter you will be able to: Describe the importance of Human Resource Planning (HRP) Define the steps involved in the.
Chapter 5 Job Analysis.
Manpower Planning.
Human Resource Management - Session 2 Suhel Khan
Resources Planning Human Resources Planning  = Resources.
MANPOWER PLANNING.
HUMAN RESOURCES PLANNING What is HR ? Any practice that deals with enhancing competencies, commitment and culture building can be considered as a HR.
Unit 5.  Human resource management may be defined as the organized function of planning for human resource needs, and recruitment, selection, development,
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
3 3. “The planning, organizing, compensation, integration and maintenance of people for the purpose of contributing to organizational, individual and.
Human Resource © 2015 albert-learning.com Human resource.
INTRODUCTION Staffing is defined as a managerial function of filling and keeping filled positions in the organisation structure. Staffing requires functions.
CHAPTER 3 – JOB ANALYSIS. KEY CONCEPTS AND SKILLS ➲ Define job analysis ➲ Reasons for conducting job analysis ➲ Types of information required for job.
 Planning for human resources is the most important managerial functions.  For adequate supply, proper quantity, quality and effective utilization of.
JOB ORGANIZATION AND INFORMATION Reported by: SANDRA G. DOFITAS and SIMPLICIO A. LUMANTAS JR. MBA-Ex11.
© 2010 Robert Half Management Resources. An Equal Opportunity Employer. Cost-Effective Staffing for Unprecedented Times.
Chapter 1 Strategic Human Resource Planning
1–1 The Strategic Role of Human Resource Management MANAGEMENT THEORIES IN BRIEF LEC-02 PART 02 Muhammad Zahid.
STAFFING.
Introduction to HUMAN RESOURCE MANAGEMENT
Human Resources Management
Human Resource Management
Job Analysis And Job Description.
Talent MANAGEMENT It refers to the anticipation of required human capital for an organization and planning to meet those needs. It is the science of using.
E. Planning and Preparing to Manage a Small Business
VAIBHAV VYAS.
Functions and Activities of HRM
Human Resources Planning
Top Management Job Descriptions
Introduction to Agribusiness Management
Introduction to HRM What is it….?.
E. Planning and Preparing to Manage a Small Business
Strategic Management of Human Resources
Human recourses management
LESSON 3 Job Analysis Dr. Salim Al-Shukaili.
Human resources management
Personnel Planning and Recruiting
Presentation transcript:

MANPOWER PLANNING

DEFINITION PROCESS BY WHICH ANORGANISATION ENSURES THAT IT HAS THE RIGHT NUMBER AND KIND OF PEOPLE AT THE RIGHT PLACE AND AT THE RIGHT TIME CAPABLE OF EFFECTIVELY AND EFFICIENTLY COMPLETING THOSE TASKS THAT HELP THE ORGANISATION ACHIVE ITS OVERALL OBJECTIVES….

PURPOSE QUANTIFY JOB FOR PRODUCING PRODUCTS /SERVICE QUANTIFY PEOPLE AND POSITION REQUIRED REDUCE DELAYS IN PROCURING STAFF PREVENT SHORTAGE AND EXCESS OF STAFFS COMPLY WITH LEGAL REQUIREMENT

PROCESS THE RESOURCE MANAGER IS THE ONE, WHO CARES THE MPP CONDUCTED IN EACH QUARTER. HE IS INFORMED BY RESPECTIVE OPERATIONS MANAGER OF EACH BUSINESS UNIT PEOPLE INVOLVES IN MPP 1.RESOURCE MANAGER 2.OPERATIONS MANAGER 3.RECRUITMENT TEAM

PROCESS(CONT.) FIVE ESSENTIAL ELEMENTS: ANALYZING THE CURRENT MANPOWER RESOURCE REVIEWING EMPLOYEE UTILIZATION FORECASTING THE DEMAND FOR EMPLOYEES FORECASTING SUPPLY DEVELOPING A MANPOWER

FACTORS AFFECTING MPP 1.LEVEL OF BUSINESS 2.ATTRITION 3.SEASON PLANNING 4.GROWTH IN PROCESS 5.MARKET CONDITION 6.EXPANSION & CONTRACTION

METHODS OF D.F & S.F DEMAND FORECASTING 1.BASED ON TRENDS OF ATTRITION IN EACH QUARTER 2.GROWTH PROSPECT SUPPLY FORECASTING 1.BASED ON DEMAND 2.BASED ON CHANNELS OF RECRUITMENT 3.Trends in each channel analyzed

STEPS INVOVED IN MPP

RATIO ANALYSIS This method involves comparing the # of employees to a workload index. The level of activity in each job may vary from department to department in the same organization For instance – To produce 1000 units of a product, if 100 workers are required the department would require 150 to produce 1500 units.

DEFINITION(J.D & J.S) JOB ANALYSIS IS PRIMARY TOOL IN PERSONNEL MANAGEMENT. IN THIS METHOD, A PERSONNEL MANAGER TRIES TO GATHER, SYNTHESIZE AND IMPLEMENT THE INFORMATION AVAILABLE REGARDING THE WORKFORCE IN THE CONCERN. A PERSONNEL MANAGER HAS TO UNDERTAKE JOB ANALYSIS SO AS TO PUT RIGHT MAN ON RIGHT JOB. THERE ARE TWO OUTCOMES OF JOB ANALYSIS : JOB DESCRIPTION JOB SPECIFICATION

DEFINITION(CONT.) JOB DESCRIPTION IS AN ORGANIZED FACTUAL STATEMENT OF JOB CONTENTS IN THE FORM OF DUTIES AND RESPONSIBILITIES OF A SPECIFIC JOB. IT IS DESCRIPTIVE IN NATURE AND IT CONSTITUTES ALL THOSE FACTS WHICH ARE RELATED TO A JOB SUCH AS : TITLE/ DESIGNATION OF JOB AND LOCATION IN THE CONCERN. THE NATURE OF DUTIES AND OPERATIONS TO BE PERFORMED IN THAT JOB. NECESSARY QUALIFICATIONS THAT ARE REQUIRED FOR JOB.

DEFINITION(CONT.) JOB SPECIFICATION JOB SPECIFICATION HELPS IN HIRING AN APPROPRIATE PERSON FOR AN APPROPRIATE POSITION. THE CONTENTS ARE : JOB TITLE AND DESIGNATION EDUCATIONAL QUALIFICATIONS FOR THAT TITLE PHYSICAL AND OTHER RELATED ATTRIBUTES PHYSIQUE AND MENTAL HEALTH SPECIAL ATTRIBUTES AND ABILITIES MATURITY AND DEPENDABILITY RELATIONSHIP OF THAT JOB WITH OTHER JOBS IN A CONCERN.

PURPOSE PURPOSE OF JOB DESCRIPTION FOR HUMAN RESOURCES DEPARTMENT MECHANISM FR RECRUITMENT & SELECTION TRAINING & DEVELOPMENT PERFORMANCE APPRAISAL PEOPLE MANAGEMENT COMPENSATION

PURPOSE PURPOSE OF JOB DESCRIPTION FOR EMPLOYEE FOR UNDERSTANDING AND ESTABLISHING TRAINING OBJECTIVES AND DEVELOPMENTAL GOALS / OBJECTS. AS A TOOL TO UNDERSTAND HIS/HER AREA OF RESPONSIBILITY. FOR UNDERSTANDING NEW ASSIGNMENTS AND/OR WORKING CONDITIONS AS A JUMP START FOR RECOMMENDING IMPROVEMENT TO WORK

JOB DESCRIPTION PROCESS

PROFILE JOB DESCRIPTION(TELE-CALLER) CANDIDATE PROFILE: HANDLING CUSTOMER QUERIES EXCELLENT IN BOTH WRITTEN AND SPOKEN ENGLISH ABILITY TO PROVIDE INFORMATION VERBALLY CLEARLY AND EFFECTIVELY DESIRED PROFILE: +2 OR GRADUATE WITH MIN 0.6 MONTHS EXP. IN TELECALLING COMMITTED, AMBITIOUS AND FRIENDLY. COMFORTABLE IN TALKING TO PEOPLE AND A GOOD LISTENER. DAY SHIFTS ONLY EXPERIENCE : 0 TO 5 YRS GENDER: FEMALE LOC: BBSR

COST ANALYSIS THE ACCUMULATION, EXAMINATION, AND MANIPULATION OF COST DATA FOR COMPARISONS AND PROJECTIONS. WHEN LARGE COMPANIES HIRE THOUSANDS OF EMPLOYEES PER YEAR, THESE COSTS CAN TAKE A SIGNIFICANT PORTION OF THE HR BUDGET AND THE TOTAL OPERATING EXPENSES. SUCCESSFUL START-UPS AND DOT-COMS ARE ALSO FEELING THE SQUEEZE. AGENCY FEES OF 20 TO 30 PERCENT OF THE NEW HIRE'S BASE SALARY

ANALYSIS WHETHER YOU ARE USING THE NEW ELECTRONIC METHODS OR THE TRADITIONAL HIRING TACTICS, HAVING A STANDARD AND EFFECTIVE WAY OF MEASURING YOUR COST PER HIRE IS ESSENTIAL TO EVALUATING YOUR RECRUITING EFFECTIVENESS AND EFFICIENCY, INCLUDES SIX BASIC ELEMENTS TO CALCULATE COST PER HIRE: 1. ADVERTISING 2. AGENCY AND SEARCH FIRM FEES 3. REFERRAL BONUSES PAID TO EMPLOYEES 4. TRAVEL COSTS INCURRED BY BOTH RECRUITERS AND APPLICANTS 5. RELOCATION COSTS 6. COMPANY RECRUITER COSTS (INCLUDING SALARY AND BENEFITS PRORATED IF THE RECRUITER PERFORMS DUTIES OTHER THAN STAFFING)

DATA TAB.. Position Title No. of Position No. of position filled Ad. cost Consultant Cost Job portals Stationary expenses Conveyance Cost Telephone/I nternet Expenses Other Cost Interivew Cost Induction & Orientation cost Training cost Total Expenses Cost per Employee Telesales Ex , ,30,00013,000

C.A : RECRUITMENT(TELECALLER )

CONCLUSION MANPOWER PLANNING PLAYS A VITAL ROLE IN HUMAN RESOURCE ACTIVITY OF AN ORGANIZATION. HUMAN RESOURCE IS AN ASSET TO EVERY ORGANIZATION. MANPOWER PLANNING MAINLY INVOLVES DETERMINING THE NEEDS AND SUPPLY OF HUMAN RESOURCE AND THE AVAILABLE SOURCES. THE ORGANIZATION SHOULD MAKE MANPOWER PLANNING IN SUCH AWAY THAT IT SHOULD SATISFY BOTH ORGANIZATION AND EMPLOYER AT A HIGHER LEVEL. IT RESULT IN CREATING WORKING ENVIRONMENT AND MAINTAIN BETTER EMPLOYEE AND EMPLOYER RELATIONSHIP.

REFERENCE GOOGLE.COM SCRIBD.COM CITEHR.COM ROBBINS(ORG PSYCHO)