HUMAN RESOURCE MANAGEMENT

Human Resource Management is management function that helps manager to recruit,

select, train and develop organization members. Human Resource Management is the process of
managing people of an organization with a human approach. People are considered the key
resource in this approach. It is concerned with the people dimension in management of an
organization. Since an organization is a body of people, their acquisition, development of skills,
motivation for higher levels of attainments, as well as ensuring maintenance of their level of
commitment are all significant activities. These activities fall in the domain of HRM. Human
Resource Management is a process, which consists of four domain activities, namely-
acquisition, development, motivation as well as maintenance of human resources.

Human Resources are the most valuable and unique assets of an organization. The
successful management of an organization's human resources is an exciting, dynamic and
challenging task, especially at a time when the world has become a global village and economies
are in a state of flux. Even specific human resource functions/activities are the responsibility of
the human resource department, the actual management of human resources is the responsibility
of all the managers in an organization.

It is therefore necessary for all managers to understand and give due importance to
the different human resource policies and activities in the organization. Human resource
management outlines the importance of HRM and its different functions in an organization. It
examines the various HR processes that are concerned with attracting, managing, motivating and
developing employees for the benefit of an organization.

DEFINITION:

According to Decenzo and Robbins - Human Resource Management is a process of four

functions- acquisition, development, motivation and maintenance of human resources.

HRM as “planning, organizing, directing, controlling of procurement, development,

compensation, integration, maintenance and separation of human resources to the end that
individual, organizational and social objectives are achieved.”

“Edwin Flippo”

1
 MANPOWER PLANNING

Manpower planning is the process of estimating the optimum number of people required
for completing a project, task or a goal within time. Manpower planning includes parameters like
number of personnel, different types of skills, time period etc. It is a never ending continuous
process to make sure that the business has the optimized resources available when required
taking into consideration the upcoming future projects and also the replacement of the outgoing
employees. It is also called as Human Resource Planning. It entails getting the right number and
type of personnel to do the required tasks for the fulfilment of the goals and objectives of the
organization.

Manpower planning ranges overall activities of the department including

recruitment, selection, placement, training, education, wage and salary administration,
labour welfare, industrial relations and the like. This view obviously is considerably
broader than viewing manpower planning as programming the staffing of the organization.

Manpower planning is the system which ensures availability of men in terms of

quality and quantity as and when they are required over a period of time. There are
organisations which have worked out their manpower requirements ranging from a period
of three years to ten to fifteen years. Manpower planning is the first and most important step
to be taken with regard to the effective utilisation of human resources. The system of
manpower planning would lead to better selection of people and effective job assignment. It
would also manage to review performance of its employees. It would help in matters like
transfers and promotions and in organising proper training activities.

DEFINITION:

According to Geisler, "Manpower planning is the process - including forecasting,

developing and controlling by which a firm ensures that it has-

 The right number of people,

 The right kind of people,
 at the right places,
 At the right time, doing work for which they are economically most useful."

According to Stainer, "Manpower planning is the strategy for the acquisition, utilisation,
improvement and preservation of an organisation's human resources. It is aimed at
coordinating the requirements for and the availability of different types of employees.”
2
 NEED FOR THE STUDY

It is necessary for a company to be future oriented to achieve success in business. When

the human resources are effective, there will be a result oriented approach and the end results
will be qualitative and quantitative. So, this study can improve the performance of the hospital.
Now-a-days, only human resources are successfully building up the image of the company. So,
the need for the study is to understand the planning and to identify the process in Sanjivi
Hospital.

3
 SCOPE OF THE STUDY

My scope is restricted to manpower planning at Sanjivi hospital, Kakinada. This study

will help the hospital to understand the planning and the process, how it is done. This study is
focused mainly on the manpower availability and the planning process of Sanjivi hospital and
how the organization has to develop.

4
 OBJECTIVES OF THE STUDY

1. To know about the manpower planning of Sanjivi Hospital, Kakinada.

2. To examine the effectiveness of the manpower planning.
3. To study whether the organisation has sufficient manpower.
4. To study the challenges the organization is facing regarding the manpower
planning.
5. To know about the Company profile and Industry profile.

5
 METHODOLOGY OF THE STUDY

DATA COLLECTION:

Data collection is one of the most important aspects of research. For the success of any project,
accurate data is very important and necessary. The information collected through research
methodology must be accurate and relevant.

PRIMARY DATA:

Data observed or collected directly from first- hand experience. It is derived from first-hand
experience. It is derived from a new or original research study is called primary data.

Method used:

The primary data for this study is collected with the help of questionnaire.

SECONDARY DATA:

Published data and the data collected in the past or other parties are called secondary data.
Primary data that was collected by someone else for a purpose other than the current one. The
data is collected from Library books, Old reports, Website.

Method used:

I have collected the secondary data from the internet.

Sample size:

Sample size of this study is 50.

6
 LIMITATIONS OF THE STUDY

 This survey was conducted on the planning process of Sanjivi hospital.

 The time period of this study was only 45 days so it was not possible to go into the depth
of the problem and make analysis.
 There is a very less scope of gathering the confidential data.
 Due to busy with their work, co-operation of the respondents were less.

7
 INDUSTRY PROFILE

INTRODUCTION
Healthcare has become one of the India's largest sectors - both in terms of revenue and
employment. Healthcare comprises hospitals, medical devices, clinical trials, outsourcing,
telemedicine, medical tourism, health insurance and medical equipment. The Indian healthcare
sector is growing at a brisk pace due to its strengthening coverage, services and increasing
expenditure by public as well as private players.
Indian healthcare delivery system is categorized into two major components-public and
private. The Government, i.e., public healthcare system comprises limited secondary and tertiary
care institutions in key cities and focuses on providing basic healthcare facilities in the form of
primary healthcare centres (PHCs) in rural areas. The private sector provides majority of
secondary, tertiary and quaternary care institutions with a major concentration in metros, tier I
and tier II cities.
India's competitive advantage lies in its large pool of well-trained medical professionals.
India is also cost competitive compared to its peers in Asia and Western countries. The cost of
surgery in India is about one-tenth of that in the US or Western Europe.

HEALTHCARE INDUSTRY:
The healthcare industry (also called the medical industry or health economy) is an
aggregation and integration of sectors within the economic system that provides goods and
services to treat patients with curative, preventive, rehabilitative, and palliative care. It includes
the generation and commercialization of goods and services lending themselves to maintaining
and re-establishing health. The modern healthcare industry is divided into many sectors depends
on the inter-disciplinary terms of trained professional and Para professionals to meet health
needs of individuals and populations.

The healthcare industry is one of the world's largest and fastest growing industries.
Consuming over 10 percent of gross domestic product (GDP) of most developed nations,
healthcare can form an enormous part of a country's economy.
1. Background
2. Providers and professionals
3. Delivery of services
4. Medical tourism

8
1. BACKGROUNDS

For the purpose of finance and management, the healthcare industry is typically divided
into several areas. As a basic framework for defining the sector, the United Nations International
Standard Industrial Classification (ISIC) categorizes the healthcare industry as generally
consisting of:

1. Hospital activities;
2. Medical and dental practice activities;
3. Other human health activities.

This third class involves activities of, or under the supervision of, nurses, midwives,
physiotherapists, scientific or diagnostic laboratories, pathology clinics, residential health
facilities, or other allied health professions, e.g.in the field of optometry, hydrotherapy, medical
massage, yoga therapy, music therapy, occupational therapy, speech therapy, chiropody,
homeopathy, chiropractic, acupuncture, etc.

The Global Industry Classification Standard and the Industry Classification Benchmark
further distinguish the industry as two main groups;

1. Healthcare equipment and services and

2. Pharmaceuticals, biotechnology and related life sciences.

The healthcare equipment and services group consists of companies and entities that provide
medical equipment, medical supplies, and healthcare services, such as hospitals, home
healthcare providers, and nursing homes. The latter listed group includes companies that produce
biotechnology, pharmaceuticals, and miscellaneous scientific services.

Other approaches to defining the scope of the healthcare industry tend to adopt a broader
definition, also including other key actions related to health, such as education and training of
health professionals, regulation and management of health services delivery, provision of
traditional and complementary medicines, and administration of health insurance.

2. PROVIDERS AND PROFESSIONALS:

A healthcare provider is an institution (such as a hospital or a clinic) or person (such as a

physician, nurse, allied health professional or community health worker) that provides
preventive, curative, promotional, rehabilitative or palliative care services in a systematic way to
individuals, families or communities.

9
 The World Health Organization estimates there are 9.2 million physicians, 19.4 million
nurses and midwives, 1.9 million dentists and other dentistry personnel, 2.6 million pharmacists
and other pharmaceutical personnel, and over 1.3 million community health workers worldwide,
making the healthcare industry one of the largest segments of the workforce.

The medical industry is also supported by many professions that do not directly provide
healthcare itself, but are part of the management and support of the healthcare system. The
incomes of managers and administrators, underwriters and medical malpractice attorneys,
marketers, investors and shareholders of for-profit services, all are attributable to healthcare
costs.

In 2011, healthcare costs paid to hospitals, physicians, nursing homes, diagnostic

laboratories, pharmacies, medical device manufacturers and other components of the health care
system, consumed 17.9 percent of Gross Domestic Product (GDP) of the United States, the
largest of any co7untry in the world. It is expected that the health share of the GDP will continue
its upward trend, reaching 19.6 percent of GDP by 2016. In 2001, for the OECD countries the
average was 8.4 percent with the Unites States (13.9%), Switzerland (10.9%), and Germany (10.
7%) being the top three. US health care expenditures totalled US$2.2 trillion in 2006. According
to Health Affairs, US47,498 be spent on every woman, man and child in the United States in
2007, 20 percent of all spending. Costs are projected to increase to $12,782 by 2017.

3. DELIVERY OF SERVICES:

The delivery of healthcare services - from primary care to secondary and tertiary levels of
care - is the most visible part of any healthcare system, both to users and the general public.
There are many ways of providing healthcare in the modern world. The place of delivery may be
in the home, the community, the workplace, or in the health facilities. The most common way is
face-to-face delivery, where care provider and patient see each other 'in the flesh'. This is what
occurs in general medicine in most countries. However, with modern telecommunications
technology, in absentia healthcare or Tele-health is becoming more common, This could be
where practitioner and patient communicate over the phone, video conferencing, the internet,
email, text messages, or any other form of non-face-to-face communication.

Improving access, coverage and quality of health services depends on the ways services
are organized and managed, and on the incentives influencing providers and users. In market
based healthcare systems, for example such as that in the United States, such services are usually
paid for by the patient or through the patient's health insurance company. Other mechanisms
include government-financed systems (such as the National Health Service in the United
Kingdom). In many poorer countries, development aid, as well as funding through charities or

10
volunteers, helps support the delivery and financing of health care services among large
segments of the population.

The structure of healthcare charges can also vary dramatically among countries. For
instance, Chinese hospital charges tend toward 50% of drugs, another major percentage for
equipment, and a small percentage for healthcare professional fees. China has implemented a
long-term transformation of its healthcare industry, beginning in the 1980s. Over the first
twenty- five years of this transformation, government contributes to healthcare expenditures
have dropped from 36% to 15%, with the burden of managing this decrease falling largely on
patients. Also over this period, a small proportion of state owned hospitals have been privatized;
foreign investment in hospitals- up to 70% ownership has been encouraged.

4. MEDICAL TOURISM:

Medical tourism (also called medical travel, health tourism or global health care) is the
rapidly growing practice of travelling across international borders to obtain healthcare.

Such services typically include elective procedures as well as complex specialized

surgeries such as joint replacement (knee/hip), cardiac surgery, kidney transplantation, liver
transplantation, dental surgery, and cosmetic surgeries. However, virtually every type of
healthcare, including psychiatry, alternative treatments, convalescent care and even burial
services are available. As a practical matter, providers and customers commonly use informal
channels of communication-connection-contract, and in such cases this tends to mean less
regulatory or legal oversight to assure quality and less formal recourse to reimbursement or
redress, if needed. Over 50 countries have identified medical tourism as a national industry.
However, accreditation and other measures of quality vary widely across the globe, and there are
risks and ethical issues that make this method of accessing medical care controversial. Also,
some destinations may become hazardous or even dangerous for medical tourists to contemplate.

HEALTHCARE AND HOSPITAL INDUSTRY

Healthcare industry is a wide and intensive form of services which are related to wellbeing
of human beings. Health care is the social sector and it is provided at state level with the help of
Central Government. Health care industry covers hospitals, health insurances, medical software,
health equipment and pharmacy in it.

Right from the time of Ramayana and Mahabharata, health care was there but with time,
Heath care sector has changed substantially. With improvement in Medical Science and
technology it has gone through considerable change and improves a lot.

The major inputs of health care industries are as listed below:

11
 I. Hospitals
II. Medical insurance
III. Medical software
IV. Medical equipment
Health care service is the combination of tangible and intangible aspect with the
intangible aspect dominating the intangible aspect. In fact it can be said to completely
intangible, in that, the services (consultancy) offered by the doctor are completely
intangible. The tangible things could include the bed, the decor etc. Efforts made by
hospitals to tangibilize the service offering would be discussed in details in the unique
characteristics part of the report.

DIFFERENT TYPES OF HEALTH CARE SERVICES AVAILABLE IN INIDA

 Hospitals
 Pathology Clinics
 Blood banks
 Meditation Centres
 Emergency services like Ambulances, etc.
 Online Medical Services
 Telemedicine Naturopathy
 Yoga Centres
 Fitness Centres
 Laughter Clubs
 Health Spas

In the Constitution of India, health is a state subject. Central Government's intervention to

assist the state government is needed in the areas of control and eradication of major
communicable and non-communicable diseases, policy formulation, international health,
medical & Paramedical education along with the regulatory measures, drug control and
prevention of food adulteration, besides activities concerning the containment of population
growth including safe motherhood, child survival and immunization program. A major portion
of outlay is for the control and eradication of diseases like malaria, blindness being implemented
under centrally sponsored schemes.

Another major component of the central sector health programme is purely Central
schemes through which financial assistance is given to institutions engaged in various health
related activities. These institutions are responsible for contribution in the field of control of

12
communicable & non- communicable diseases, medical education, training, research and parent-
care.

MARKET SIZE OF INDIAN HEALTHCARE INDUSTRY

The Indian healthcare industry is one of the biggest and fastest developing sector of world
health care can form a huge part of nation's economy by consuming over 10% of GDP of various
developed countries.

As per the Ministry of Health, development of 50 technologies gas been targeted in the
FY16, for the treatment of diseases like Cancer& TB Government is emphasizing on the health
initiatives such as Mother& Child Tracking System(MCTS) & Facilitation Centre(MCTFC).
Indian companies are entering into merger & acquisitions with domestic& foreign companies to
drive growth & gain new markets.

Source: Frost& Sullivan, LSI Financial Services, Deloitte

Instead of medical tourism, the call for value healthcare is increasing in local medical
consumers. As they have more options for choosing and using health care resources in present
context than ever before, and increasingly they are playing the part of involved and active
consumers. In the current scenario, service providers require to provide more advanced services
to gear healthcare consumers, or to encourage patients to become aware for their care and
coverage. This put extra burden service providers to upgrade their services and bring better or
we can say world class facilities. The figure below clearly states the reason of increasing
consumerism in healthcare industry.

13
CHALLENGES FACING INDIAN HEALTHCARE

Year-on-year, the challenges facing the sector have remained the same. While we are
looking at a $100 billion growth by 2017, the perennial problems facing India are still those
arising from malnutrition (infant mortality, lacking overall development), sanitation and access
to affordable hospitalization and clinical care.

On the other end of the spectrum, availability of a skilled workforce- both doctors and
nursing and support staff- is cringing. Doctor-nurse density per 1, 00,000 persons of the Indian
population is an abysmal 19.

Most of the skilled medical workforce is being sought out by countries in Europe and the
Middle East and retained by attractive compensation packages there vies a vies India.

Compliance to regulations is still a cause for concern in both government as well as

private-run organizations. What's more the system suffers from the lack of a quick response and
redressed system, with matters related to medical negligence and failure largely relegated as
consumer affairs troubles. Further, we need an effective mechanism to address demand for safe,
affordable and quickly available healthcare for all.

GOVERNMENT INITIATIVES

Some of the major taken by the Government of India to promote Indian healthcare industry are
as follows:

In the Union Budget 2017-18, the overall health budget increased from INR39, 879 crore
(US$5.96 billion) (1.97% of total Union Budget) to INR 48,878 crore (US4 7.3 billion) (2.275 of
total Union budget). In addition, the Government of India made following announcements in the
Union Budget 2017-18:

 Harmonize policies and rules for the medical devices industry to encourage local
manufacturing and move towards improving affordability for patients.
 Modify the Drugs and Cosmetics Act to promote generics and reduce the cost of
medicines.
 Prepare action plans to eliminate Kala Azar Filariasis by 2017, leprosy by 2018,
measles by 2020 and tuberculosis by 2025.
 The Union Cabinet, Government of India, has approved the National Health
Policy 2017, which will provide the policy framework for achieving universal

14
 health coverage and delivering quality health care services to all at an affordable
cost.
 The Government of India plans to set up a single window approval system for
innovation in medical research, in order to grant permission/approvals within 30
days from the date of application to Indian innovation projects who have applied
for global patent.

THE INDIAN HOSPITAL INDUSTRY

Increase in percapita spending on healthcare and changing disease pattern to boost

industry growth.

CARE research believes that the Indian healthcare sector is expected to grow, driven by
the hospital industry, which accounts for 70% of the sector. Factors such as rise in per capita
spending on healthcare, change in demographic profile, transition in disease profiles, increase in
health insurance penetration, and fast growing medical tourism market, are expected to spur
industry growth.

Health insurance coverage to expand due to tax incentives and outreach expansion

A young health conscious population in a growing economy opts to have insurance

coverage. Private health insurance has expanded in recent years. The Government has also
expanded the scope and coverage of its insurance schemes. Its Rashtriya Swasthya Bima Yojana
(RSBY) launched to provide health insurance to Below Poverty Line (BPL) families. CARE
Research expects the personal tax incentives to increase the level of health insurance penetration.

90% of health care industry runs by individual centres/small nursing homes

In India, most of the health care service providers are clinics run by individuals or small
nursing homes run by individual or group of doctors. These form more than 90% of private
healthcare facilities while large corporate hospitals (with 100 or more beds) account for the
remaining.

Rising healthcare facilities in tier II and tier III cities

Increasing rural incomes and generous health care and insurance schemes of the
government have enhanced the affordability of better health care facilities in tier II and tier III
cities. Low cost projects due to cheap real estate and lower employee costs are now possible,
which enable, most of the corporate hospital are expanding their operations beyond Tier-I cities.
Many of the hospitals are experiencing with new business, models.

15
Challenges to Indian hospital industry

Despite numerous growth potential, the hospital industry faces multiple challenges. The major
challenge to the sector is the availability of health care professionals. As per the XII the Plan
Document, the country faces shortage of physicians and nurses. Despite the steps to increase
number of colleges and training institutes, the number of such professionals in India would be
far less than desired. Furthermore there is lack of regulatory standards for public and private
hospitals in India due to the absence of a national body to prescribe such standards or determine
the benchmarks.

ROAD AHEAD

India is a land full of opportunities for players in the medical devices industry. The country
has also become one of the leading destinations for high-end diagnostic services with
tremendous capital investment for advanced diagnostic facilities, thus catering to a greater
proportion of population. Besides, Indian Medical Service, consumers have become more
conscious towards their healthcare upkeep.

India's competitive advantage also lies in the increased success rate of Indian companies in
getting Abbreviated New Drug Application (ANDA) approvals. India also offers vast
opportunities in R&D as well as medical tourism. To sum up, there are vast opportunities for
investment in healthcare infrastructure in both urban and rural India.

16
 COMPANY PROFILE

SANJIVI HOSPITAL is a comprehensive, multi-specialty hospital. This hospital is a

joint dream of Dr.N.Surya Prasad and N.Venkat Lakshmi brought to reality by their efforts. It is
not just a name to acquire fame for the organization. It’s a feel good factor that strives to give
people through well qualified staff and latest technology. We stand up-front to give people better
medical care.

This is not an organization looking to make profits out of mediocre offerings. It is an

initiative that has been put together by highly inspired visionaries to serve individuals, groups
and the community as a whole. Healthcare is a burgeoning industry and Sanjivi Hospital has
taken its service orientation and the rich experience of its luminous team to deliver value to each
and every team.

The hospital is equipped with high-tech equipment for orthopaedic, diagnostic and
therapeutic services for patients. The hospital offers sophisticated health-care services to patients
in nearly every specialty of surgery and medicine in India.

We at Sanjivi hospital have comprehensive patient care set up to provide world class
treatments to our patients. Our latest technologies and equipment have made us evolve into a
rare centre of excellence. We believe in offering dedicated services to humanity and thus we
offer round the services in the department of emergency, critical care ambulance, accidental,
imaging and laboratory.

What matters the most to us is safety, better patient care, effectiveness, efficiency, equity
and patient centre. Our approach is quality and safety. These parameters are our goals and we
measure our performance towards these goals and track our progress towards these only.

HISTORY:

The hospital was founded in 1987 by Dr.N.Surya Prasad. At first, this hospital is only for
the orthopaedics. But, through the passage of years and vision of the hospital, on 8 th April, 2016,
made it a multi-specialty hospital. There has been continuous development since then. The
hospital is an ISO 9000/2008 certified one.

VISION:

To be the first choice in healthcare for our communities, to excel at providing for the
health care needs of our region through quality efficient and patient centred care.

17
MISSION:

Our mission is to provide high quality, efficient and compassionate patient centred care,
which is readily accessible, cost effective and meets the needs of communities we serve.

CORE VALUES:

The following are the core values found:

1. Team work: Values the contributions of all co operations among clinicians is a priority.
We believe that staff must always work toward a common goal with positive attitude.
2. Respect: Treat everyone in our diverse community including patients, their families and
colleagues with dignity, courtesy and respect.
3. Integrity: We have the principle of honest, ethical and we do the right thing for those we
see.
4. Excellence: Deliver the best outcomes and highest quality service through the dedicated
effort of every team member.
5. Compassion: We will strive, every day, to see through the eyes of the people who seek
our care and advice.
6. Safety: We believe that maintaining the highest safety standards are critical to delivering
high- quality care and that a safe workplace protects us all.

QUALITY POLICY:

 We hereby assure quality healthcare to patients through reliable healthcare services,

available medicines and maintainable equipments.
 We shall ensure efficiency of operations and effectiveness of treatment through our
competent human resources.
 We shall review this policy for continuing suitability, adequacy and effectiveness.
 We shall achieve this through the quality objectives and targets set for various
departments.

LOGO OF THE HOSPITAL:

18
MANAGEMENT TEAM:

1. Chairman – Dr.N.Surya Prasad

2. Managing director – Dr.N.Jayadeep
3. Financial Advisor - Mrs.N.Venkat Lakshmi

SPECIALITIES:

Cardiology

Cardio Thoracic Surgery

Critical Care Medicine

Gastroenterology – Medical

Gastroenterology – Surgical

General Medicine

General Surgery

Laboratory and Diagnostic

Neurology

Neuro Surgery

Nephrology

Neonatal & Pediatrics

Obstetrics & Gynaecology

Orthopaedic Surgery

Pulmonology

Paediatric Surgery

Radiology & Imaging

Trauma & Emergency

Urology

Physiotherapy

19
FACILITIES:

Cath Lab

M.I.C.U

S.I.C.U

C.I.C.U

X-ray

NAME: Sanjivi Hospital

Caption: Hands of care...

Since: 1987

Contact Person: Dr.N.Surya Prasad, M.D.

Address: D.No:-11-11-1, Near 2 town police station, beside Nookalamma Temple, Ramarao
Peta, Kakinada-533004.

Landmark: Opposite Vivekananda Park

Telephone: 0884-2333367/68/69, 9100266616

Opening Hours: 24 Hours

Category: Services/ Health Services/ Multi-specialty Hospital

CONSULTANTS:

DR.M.RAMARAO MD
Department of Anaesthesia

DR.B.PRASANTH MS, M.Ch

Department of Cardio Thoracic

DR.U.BIGESH NAIR MD, DM, FACC

Department of Cardiology

DR.P.SUBBARAO MD
Department of General Medicine

20
DR.K.SRAVANI MD
Department of General Medicine

DR.P.V.BUDHA MS
Department of General Surgery

DR.N.SRINIVAS MS
Department of General Surgery

DR.M.SAMANTH KUMAR MS
Department of General Surgery

DR.N.RAMJI NARENDRA MS
Department of General Surgery

DR.A.GANESH MS, M.Ch

Department of Urology

DR.M.SIVA PARVATHI MS
Department of Gynaec &Obsterics

DR.N.KINNERA VEENA MS
Department of Gynaec &Obsterics

DR.P.THEJO KRISHNA MD, DM

Department of Nephrology

DR.P.HARI PRASAD MS, M.Ch

Department of Neuro Surgery

DR.M.ASHOK KUMAR MS, M.Ch

Department of Neuro Surgery

DR.A.GOPIKRISHNA MD, DM
Department of Neurology

DR.P.DURGA PRASAD RAO MS, M.Ch

Department of Plastic Surgery

DR.N.SURYA PRASAD MBBS, D.ORTHO

Department of Orthopaedics & Polytrauma

DR.N.JAYADEEP MS, M.Ch

Department of Orthopaedics & Polytrauma

21
DR.J.BHASAKAR REDDY MS, M.Ch
Department of Paediatric Surgery

DR.A.RAVI MD
Department of Paediatrics & Neonatology

DR.A.ADITYA SATYA PRASANNA MD, DM

Department of Gastroenterology

DR.M.RAMARAO MD
Department of Intensive Care

22
 MANPOWER PLANNING

INTRODUCTION:

During the first part of 20th century, the focus in human resource planning was on the
hourly production worker for increasing efficiency with the need to improve productivity and to
introduce greater objectivity to personnel policies. In the 60s, prevailing view of manpower
planning was that tourism industry forecasted their needs, identified the gaps between what
could be needed and what was available. Manpower planners planned for recruitment, selection
and placement of new employees, provided for training and development and anticipated
necessary promotion end transfers.

During 80s, human resource planning, the employees desire for participation in
decisions that affected their work and careers become stronger. In 90s' concepts in vague
were job sharing, reduced working hours, flexibility of time, significant reshaping of work
and work customs, job design, job enrichment, empowerment, total quality management and
business process re-engineering. Effective human resource planning now is identified as a
process of analysing an organization’s human resource needs under changing conditions and
developing the activities necessary to satisfy these needs.

Manpower planning also refers to the process including forecasting, developing and
controlling by which a firm ensures that it has the right number of people and the right kind
of people at the right places, at the right time doing work for which they are economically
most useful.' Thus, manpower planning consists of projecting future manpower requirements
and developing manpower plans for the implementation of the projects.

Tourism sector employees and volunteers need to be recognized as its valued

ambassadors. They are, possibly, the most single factor in ensuring the successful
management of tourism. It is, therefore, essential that the vital nature of the service that
employees provide to visitors be recognized. Front-line workers especially, such as rangers
and staff in visitor centres, are the visible public expression of the management philosophy
behind the tourism sector's operation. If the relationship between staff and visitors is positive,
the benefits will be many.

In a well-run organization, management knows about its staff. It should have access to
data on its labour force, especially about recruitment and turnover rates, as well as being
generally informed about the welfare of its workforce. Good human resource planning and
development create a workforce that is more likely to succeed. Therefore, tourism sector
authorities that are committed to researching, hiring and developing their personnel by using

23
appropriate human resource development strategies will be better placed to protect the
environment, involve local communities and share the conservation message with tourists. If
the staff are selected carefully and skilfully trained, tourism industry will operate more
smoothly and tourists will undoubtedly notice, appreciate and share their appreciation with
other potential visitors.

There are general trends in the labour force at large that can be used to improve human
resource planning, recruiting and paying. In most countries, statistics on employment
participation rates are compiled by national statistics agencies. This index is a measure of the
proportion of people eligible for inclusion in the labour force who are actually in it, and can
be used to protect labour force availability within different employment sectors. By
comparing the participation rate with population demographics, a planner is able to identify
which segments of the labour force to target to increase the success of recruitment efforts.

In many countries including India, there are wide variations between the availability of
technically trained manpower and the actual demand for such personnel. On one hand, there may
be severe shortage of technicians and engineers necessary for development and on the other hand
there may be a surplus of certain types and levels of personnel. The problem is not confined to
developing countries alone. Despite the high level of their development efforts, the developed
countries still have critical manpower shortages. These are no less serious than the problems
confronting the less developed countries, but they are the consequences of a different set of
imperatives or pressures. HRP differs from manpower planning - it focuses both on the
quantitative and qualitative aspects.

Thus, at the national level, a proper and comprehensive HRP effort can help us
identify the levels of skills, knowledge and attitude of the young graduates passing out in
different disciplines, make a qualitative comparison of these with those of other nations, and
realize those skills, knowledge and attitudes which are lacking with us or those which are our
strong points.

Systematic analysis of manpower resources have to be continuously made. For this,

databanks have to be set up with all relevant information regarding personnel in different
grades, their educational qualification, their experience, special aptitude, etc. Forecast of
manpower requirements will have to be made keeping in mind the trends in productivity and
business environment.

The key to effective human resource planning is the analysis of the factors representing
change - change that potentially affects survival, growth, efficiency and effectiveness, as well as
excellence, productivity and profitability of business. Man power planning and human resource

24
planning are synonymous. In the past, the phrase man power planning was widely used, but now
the emphasis is on human resource planning which is broader based.

DEFINITION:

According to Stainer, "Manpower planning is the strategy for the acquisition,

utilization, improvement and preservation of an organization’s human resources. It is aimed
at coordinating the requirements for and the availability of different types of employees.”

Coleman has defined manpower planning as "the process of determining manpower

requirements and the means for meeting those requirements in order to carry out the
integrated plan of the organization."

According to Gardon McBeath, manpower planning involves two stages. The first
stage is concerned with the detailed planning of manpower requirements for all types and
levels of employees throughout the period of plan, and the second stage is concerned with
planning of manpower supplies to provide the organization with the right types of peoples
from all sources to meet the planned requirements.

Beach defined human resource planning as "a process of determining and assuming that
the organization will have an adequate number of qualified persons available at the proper times
performing jobs which meet the needs of the enterprise and which provide satisfaction for the
individuals involved.

According to Wickstrom, manpower planning consists of a series of activities, viz.

(a) Forecasting future manpower requirements, either in terms of mathematical

projections of trends in the economic environment and developments in industry, or
in terms of judgmental estimates based upon the specific future plan of a company;
(b) Making an inventory of present manpower resource and assessing the extent to
which these resources are employed optimally;
(c) Anticipating manpower problems by projecting present resources into the future and
comparing them with the forecast of requirements to determine their adequacy, both
quantitatively and qualitatively; and
(d) Planning the necessary programs of requirements, selection, training, development,
utilization, transfer, promotion, motivations and compensation to ensure that future
manpower requirements are properly met.

25
 Velter defined human resource planning or manpower planning as, "the process by
which management determines how an organization should move from its current
manpower position to its desired manpower position.

Thus it is clear from the above definition that manpower planning consists of projecting
future manpower requirements and developing manpower plans for implementation of the
projections. This planning cannot be rigid or static. It is amenable to modification, review and
adjustments in accordance with the need of an organization or the changing circumstances.

GOVERNMENT RECOGNITION:

Manpower planning is the first step in any effective human resource programme. It
involves predicting future human resource needs and planning the steps necessary to meet
these needs. Effective human resources planning is a process of analysing an
organization’s human resources needs under changing conditions and developing activities
necessary to satisfy these needs. Essentially, it is a method for determining future
manpower requirements and developing action plans for meeting them. Manpower
planning is part of firm's total resource planning. It influences and is influenced by the
firm's business plans, interacts with organization plans, and contributes to business
decisions.

The Government of India recognized the importance of manpower planning and setup the
Institute of Applied Manpower Research, which aims at providing a broad perspective of
requirements of trained manpower for economic development in different fields. The institute is
also required to arrange for facilities for advanced training in manpower planning to develop
methods for training and building up the existing work force, to evolve methods of identifying
and developing talented persons and, generally, to secure the most effective utilization of the
country's human resources.

In the third five year plan, the planning commission observed as follow:

"Of all the resources for development, perhaps the most fundamental at the present
time is trained manpower.... The extent of manpower available and the training facilities
established constitute major determinants of the measure of advance which can be
achieved in different directions... in each field personnel requirements have to be estimated
carefully and over a long period. This calls for improved statistical information and
development of techniques of manpower assessment so that the necessary estimates can be
made with reasonable accuracy and a comprehensive picture build up for the economy as a
whole.... manpower planning is, thus, an integral part of the economic plans formulated by
the Central and State Governments and their agencies and, within their own specific fields,

26
by industrial associations and other organizations representing different activities or
interests as well as by individual undertakings and institutions".

Manpower planning ranges overall activities of the department including

recruitment, selection, placement, training, education, wage and salary administration,
labour welfare, industrial relations and the like. This view obviously is considerably
broader than viewing manpower planning as programming the staffing of the organization.

Manpower planning is the system which ensures availability of men in terms of

quality and quantity as and when they are required over a period of time. There are
organizations which have worked out their manpower requirements ranging from a period
of three years to ten to fifteen years. Manpower planning is the first and most important step
to be taken with regard to the effective utilization of human resources. The system of
manpower planning would lead to better selection of people and effective job assignment. It
would also manage to review performance of its employees. It would help in matters like
transfers and promotions and in organizing proper training activities.

Manpower planning represents an attempt to prepare for the future. Manpower

planning provides the knowledge about present resources that an organization must have in
order to adopt adequately to sudden changes in such factors as technological advances, new
markets, political and economic pressure etc.

Downsizing of manpower gives the correct picture about the number of people to be
employed to complete given task in the predetermined period. It is used for achieving
fundamental growth in the concern. It can work out the correct man on a correct price by
the resource building or capacity building. It aims at correct place, correct man on a correct
job.

Thus manpower planning is must to make the optimum utilization of the greatest
resource available i.e. manpower for the success of any organization.'

MANPOWER PLAN:

A manpower plan is a document on the basis of which the management of the

organization can strive to have the right number of people possessing the right type of skills
at right times, in right jobs and at right places with a view to enabling the organization to
achieve its short-term and long-term goals. The term 'manpower planning' makes different
sense to different people. To some, it is training and development of managers in the areas of
decision making, communications and human behaviour. To some other people, it is
estimating the future manpower requirements in quantitative terms. The first group considers
manpower planning exclusively in qualitative terms, whereas the second group expresses it

27
in mere numbers. It needs to be realized that without quantitative forecasts of future
manpower requirements, the training and development programs are likely to be divorced
from reality. An undue emphasis on numerical forecasts, on the other hand, may result in
ignoring the qualities that need to be properly developed up to a desired level. What is
essential is a suitable mix of both the approaches thereby producing an integrated manpower
planning process.

A manpower plan must be set of two plans namely manpower demand plan, and
manpower supply plan. Manpower demand plan should spell out the manpower requirements
of the organization. It should, in principle, have five dimensions:

(i) Quantitative
(ii) Qualitative
(iii) temporal
(iv) Locational
(v) Job-positional. In case of organizations having office(s) at one place only, the
fourth dimension is redundant.

Manpower supply plan is a reflex action to the manpower demand plan. It tries to
present a set of alternative solutions to the problem of mobilizing human resource as posed
by the manpower demand plan. According to sources of supply, it subdivided into two
distinct plans namely, a plan for supply from internal sources and a plan for supply from
external sources. Both these plans naturally have the five dimensions stated above for the
manpower demand plan. Modes of supply in case of the first supply plan are lateral and
vertical transfers within the organization and that for the second plan is recruitment on
temporary or permanent basis.

Objectives of a Manpower Plan:

 To integrate the plan with the long-range and short-range corporate planning.
 To ensure the optimum use of the human resources currently employed.
 To provide for the future manpower needs of the enterprise in terms of skills,
numbers and ages.
Tools and Techniques of Manpower Plan:

In order to achieve these objectives, the following concrete action-plans are suggested

 Determine manpower needs - draw up manning tables and need forecasts,

 Formulate plans for job-rotation, promotions and transfers where warranted and
possible,

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  Draw-up training needs, design, phase out and ensure timely conduct of the training
programs,
 Determine the time-table for recruitments and the levels at which the intake should
take place,
 Draw-up, in terms of (I) above, deployment or inter-changeability plans for the
existing and proposed manpower by trades, departments, units, so that imbalances are
avoided,
 Maintain a constant audit on the results achieved (or not achieved) and a control on
costs.
Manpower planning tends to start with management - down to first level supervision.
More elaborate and advanced plans may involve the entire workforce, particularly in
organizations such as railroads with strong unions, substantial skill and experience
requirements at all levels, and labour redundancy problems.

Plans are dependent on objectives and forecasts. These must be continually updated;
consequently, the manpower plan must be continually examined in the light of changing
needs and circumstances. Some aspects may not change.

In initiating formal manpower planning it is probably wisest to aim at three to five

years, with the greatest emphasis being put on the initial one year period. The real time
determinant will be the level of overall planning existing within the organization.

Manpower planning should be co-ordinated and implemented by a corporate staff

responding directly to top management. There is as yet no established pattern as to what
organizational unit the Manpower Planner should belong. In some instances he may be part
of personnel; in others, corporate planning, and in still others the function has been
combined with Organizational Planning.

The actual planning must be done throughout the company, the Manpower Planner
will determine the kinds of information required; act as a catalyst in obtaining this
information, collate, analyse and summarize it in total corporation terms, work with line
management and the personnel Department in developing action programs, and then monitor
these programs to ensure that objectives are met.'

Manpower programming permits, on a totally integrated basis, the design and

implementation of action programs to assure that the manpower needs of the firm are met
over time. These programs entail all of the traditional personnel functions, but the emphasis
here is on the acquisition and development of manpower skills. Thus, the functions of
employment (recruitment, selection and placement) and education and training receive prime
consideration.

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 Changes in manpower programs will take the form expansion, adjustment,
contraction, or a combination of these. A complete description of action programs to meet
manpower requirements would be unrealistic since the possibilities are almost innumerable.

Plan Component:

The manpower plan can be broken down into three components:

1. Forecasting: estimating future needs and stocktaking of available resources in the

organisation
2. Recruitment Plan: To meet the gap between the internal source and estimated need
by external recruitment.
3. Training and Development: Plan to utilise fully human resources of the
organisation and to develop potential resources.

MANPOWER PLANNING: A WIN-WIN PROCESS:

WINS FOR EMPLOYEEES WINS FOR ENTERPRISE

Competitive pay and benefits plans Appropriate organisation structure and
people to face challenges and meet
corporate objectives, both short and long
term.
Career development and opportunities for Development of internal resources, leading
growth. to stability and culture building.
Reduced fear of redundancy Improved motivation and mkrale of
employees, leading to improved
performance.
Training and Development, leading to Productivity gains, leading to cost
continued marketability. reduction.

REVIEW OF LITERATURE:

Manpower planning also known as Human Resources Planning (HRP), is the starting
point in staffing function. HR Planning basically deals with forecasting of the additional
human resources required in an organization in future, though there is not complete
agreement among writers and practitioners on the exact scope of HR Planning function.
Although manpower planning means different things to different people, general agreement
exists on its ultimate objectives – the most effective use of scarce talent in the interests of
the labour and the organization.

30
 The employment function of the personnel or Human Resource Manager is
concerned with the task of hiring people to fill current or future job vacancies in the
organization. For making the hiring practices most effective, answers must be sought to the
following questions:

1. What are the requirements of the jobs to be filled?

2. What kinds of and how much manpower must be hired?
3. What sources of recruitment may be utilized for procurement?
4. What procedures should be adopted to screen the candidates for employment?
5. What is the utility of employment test and interviews in the selection process?
6. What is the place of transfers and promotion in employment and placement?

Manpower may be regarded as the quantitative and qualitative measurement of

workforce required in an organization and planning in relation to manpower may be
regarded as establishing objectives to develop human resources in line with broad objectives
of the organization. Manpower Planning may thus be expressed as a process by which the
management ensures the right number of people and right kind of people, at the right place,
at the right time doing right things for which they are suited for the achievement of goals in
the organization.

CHARACTERISTICS:

 Ascertaining manpower needs in number and kind.

 It presents an inventory of existing manpower of the organization.
 Helps in determining the shortfall or surplus of manpower.
 Initiation of various organizational programs.
 Acquisition, utilization, improvement and prevention of human resources.

NATURE:

 Manpower Planning aims at ascertaining the manpower needs of the organization

both in number and kind.
 It presents an inventory of existing manpower of the organization. An analysis of the
inventory of manpower helps in ascertaining the status of available personnel and to
discover untapped talent presently available with the organization.
 It helps in determining the shortfall (or surplus) of manpower by comparing the total
manpower needs with the present supply of manpower. It also helps in projecting
future manpower needs.
 It is concerned with initiation of various organization programmes depending upon
the demand and supply of human resources. If the future needs exceed presently

31
 available talent, this gap becomes the basis for a programme of employment and
training. If the presently available talent exceeds the future needs, the difference may
become the basis for a programme of retirements, discharge etc.
 Effective manpower planning encompasses the acquisition, utilization. Improvement
and preservation of the organization’s human resources.

SCOPE:

Manpower Planning involves the following basic processes;

1. Personnel Forecasting: Every organization has to forecast future manpower needs.

This is done scientifically through econometric and other mathematical projections
of trends in the economy and its various sectors viz., agriculture, industry, transport,
communication, banking etc. this may also be done through judgment projections
based upon the experience and the managerial foresight of top management.
2. Personnel Inventoring: It involves preparing detailed catalogue of present
manpower incorporating their educational and professional qualifications, work
experience, personality background, assignments handled, training received etc. the
purpose of preparing this inventory is to know the principle and the quality of
personnel available from within the organization to know various positions and jobs
should the organization decide to go in for expansion moderation, diversification etc.
3. Job Analysis: This process requires undertaking a detailed analysis of various skills
required to do the job and to spell out the duties and responsibilities associated with
a unit of job. This produces two outcomes; one is called job specification and the
other job description.
4. Planning For Staffing: The final stage of manpower planning necessitates the
preparation of programmes of recruitment, selection, training, transfer. Promotion,
development and wage& salary administration so that the manpower needs of the
enterprise could be effectively met.

IMPORTANCE:

John Branham (1989-94) has distinguished between HRP and Manpower Planning
(MP). He has defined HRP process in which costs, number, controls and systems interact
and play part. While Manpower Planning is more concerned with the numerical element of
forecasting of manpower.

 It helps to face the shortage of certain categories of employees and/or variety of

skills in spite of the problem of unemployment.

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  The rapid changes in technology, marketing, management etc. and the consequent
need for new skills and new categories of employees.
 It checks the corporate plan of the organization.
 It offsets uncertainty and change and helps to have right men at right time and in
right place.
 It provides scope for advancement and development of employees through training,
development etc.
 It helps to anticipate the cost of salary enhancement, better benefits etc.
 To foresee the changes in values, aptitude and the attitude of human resources and to
change the techniques of interpersonal, management etc.
 To foresee the need of redundancy and plan to check it or to provide alternative
employment in consultation with trade unions, other organizations and government
through remodelling organizational, industrial and economics plans.
 It gives am idea of type of tests to be used and interview techniques in selection
based on the level of skills, qualifications, intelligence, values etc., of future human
resources.
 It helps to take steps to improve human resource contribution in the form of
increased productivity, sales, turnover etc.

ELEMENTS:

 Listing of current manpower with the organization.

 Assessing the extent to which the current manpower is utilized to the advantage of
the organization.
 Phasing out the surplus manpower, if any.
 Analysing the requirements of manpower in future in the light of expansion plans,
retirement of personnel, etc.
 Making manpower procurement plans.

NEED:

 Increase in the size of the business

 Effective recruitment and selection policy
 Reduction in labour cost
 Avoiding disruption in production
 National disruption in production

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OBJECTIVES:

 Determination of future requirement and selection needs

 Assessment of future skill requirement
 Determination of future training and management development needs
 Anticipation of surplus staff and avoidance of unnecessary dismissals
 Control of wage and salary costs
 Ensuring optimum utilization of the human resources presently employed.

FUNCTIONS:

 the formulation of business plans and their integration with manpower plans
 The study if social, technological and other factors that affect jobs and individuals,
the demand for manpower and its supply.
 Manpower forecasting
 Procurement, allocation, compensation and development of manpower
 Study of the value of human resources and of the manpower utilization.

MANPOWER PLANNING IS INTEGRAL PART OF BUSINESS PLANNING:

 Identifying and acquiring the right number of people with the proper skills
 Motivating them to achieve high performance
 Creating interactive links between business objective and resource planning
activities
 Manpower planning is both ‘top-down’ and ‘bottom-up’. While HR plans should be
based on overall business needs and strategies, they should take into account the
needs and realities of organizational units. The HR planning process should involve
managers at all levels.
 An organization’s HR plans are usually developed at the departmental or business
line level where business directions are set and decisions made. But HR plans are
implemented and adapted by individual managers in the conduct of their on-going
operations. It is important that managers understand the HR plans and priorities of
their organizations so they can guide their actions accordingly.
 Strategic manpower planning is a dynamic, proactive, on-going process of
systematically attracting, identifying, developing, mentoring, and retaining
employees to support current and future organization goals. Strategic manpower
planning focuses specifically on proactive planning to meet anticipated or
unanticipated vacancies due to retirement and other factors for classes that serve as
essential elements in meeting your public service mandate.

34
  Some of the long and short-term strategies that may support the strategic manpower
planning process, maybe retention, induction programme, employee assistance
programme.
 Manpower Planning is a forward looking function and an organizational tool to
identify skill and competency gaps and subsequently develop plans for development
of deficient skills and competencies in human resources to remain competitive.
Manpower Planning ensures benefits to the organizations by cresting a reservoir of
talent, preparing people for future cost cutting and succession planning besides
creating a back-up in case of diversification and expansion.

MANPOWER PLANNING PROCESS:

35
 Manpower Planning is a continuous process. The manager responsible for manpower
planning has to be concerned with all the steps at all time. He may have to revise employment
plan and training and development programme from time to time depending upon the
changes in the circumstances such as sudden changes in volume of production, unexpected
high rate of labour turnover, obsolesce of existing skills and so on.

1. Objectives Of Manpower Planning:

The ultimate purpose of manpower planning is to relate future human resources to future
enterprise need so as to maximize the future return on investment in human resources.
Manpower Planning should be done carefully as it has got long-term repercussion. Once
the wrong forecast of future requirement of human resources and the wrong analysis of
the available manpower inventory are made, it may not be possible to rectify the errors in
the short-run. Therefore, manpower planning should be more concerned with filling
future vacancies with right type of people rather than with matching existing personnel
with existing jobs.

2. Current Manpower Inventory:

Analysis of current manpower supply may be undertaken by department, by function, bt

occupation, or by level of skill or qualifications. Appropriate adjustments in these would
need to be made in the light of any foreseeable changes in weekly hours of work,
holidays, leave entitlements, etc. It may be noted that assessment of demand for the
operative personnel presents less problem of uncertainty and current manpower supply
can be adjusted accordingly. But projections of manpower requirements for supervisory
and managerial levels present a complex problem because the required talents are not
available at a short notice. This explains the need to ascertain the present manpower
inventory in the enterprise. This will also help in drawing recruitment and development
plans to meet the needs of certain skills in the future.

Systematic steps must be taken in order to ensure that a reservoir of talent is available
when vacancies occur. The search for talented employees in the organization must be
continuous. To be sure that available talent has been included; the inventory of various
skills in the enterprise should be indexed.

Detailed bio-data of each individual included in the manpower inventory must be

obtained separately for the purpose of manpower planning. This record will provide the
foundation for a programme of individual development. It will also reveal the scarcity or
non-availability of certain talents for which outside sources of manpower may be tapped.

36
3. Demand Forecasting:

A proper forecast of manpower required in the future (say, after one year, two years,
three years and so on) must be attempted. The factors relevant for manpower
forecasting are as follows:

(i) Employment Trends: The manpower planning committee at the corporate

level should make an examination of number of the employees on the payroll
during the past five years to know the trend within each group. With the help
of this, it would be possible to determine whether a particular group has been
stable or unstable and whether it has been expanding or contracting.
(ii) Replacement Trends: The need for replacement arises due to death,
retirement, resignation and termination of employees. The examination of
replacement needs may relate to specific manpower groups; supervisory,
skilled, clerical, unskilled, etc. For some groups like managerial or
supervisory, it is very difficult to predict the needs. One of the major
difficulties involved in predicting the need of managerial skill is that the
management cycle takes a long time. So the needs for the managerial
manpower should be anticipated sufficiently in advance.
(iii) Productivity: An important area to which the manpower planning is related
is the improvement in productivity. Gains in productivity add to the growth
potential of the organisation and can make possible healthy wage increase.
Gains in productivity also include the requirements of manpower. Planning for
productivity gains has several aspects. The first and the important one relate to
affecting gains by improvements in existing manpower utilization. Current
levels of utilization and indications about the needed improvement can be
obtained by the application of various analytical techniques of industrial
engineering or work study such as activity charts, flow charts, multiple
activity charts, and activity sampling studies and so on. Methods improvement
techniques help reduce work content. Conceptually, similar approaches aimed
at upgrading management performance help secure productivity gains at the
managerial level.
The second aspect relates to installation of more productive tools
equipment or processes. Ant anticipated change due to the introduction of
automation will affect manpower needs in the plants as well as in the
divisional offices. The manpower planning experts should attempt to learn
about such changes with sufficient time to appraise their possible impact on
the number and kinds of employees required in the future.
37
 The last aspect relates to the matching of the skills with the
requirements of the jobs. Job analysis techniques facilitate clear specification
of the skills and experience requirements of the jobs. The immediate products
of this analysis are job description and job specification, which have been
discussed, in a subsequent chapter.
(iv) Growth And Expansion:
Another aspect relevant for manpower planning is personnel requirements for
growth and expansion of the organization. The expansion plans of various
plants and divisions should be carefully reviewed to assess their probable
effects on the number of employees required in each group. The accuracy with
which such manpower requirements can be forecast will depend, among other
things, on the degree of accuracy, which can be achieved in relation to the
time perspective is larger, uncertainties will also be greater.
A going concern is a living and growing organism. It is not contended with the
existing level of production or profits. It also wants to grow and increase its
share in the total activities of industry. One of the basic aspirations of most
business managers is to perpetuate the enterprise in which they are engaged. In
this world of competition, perpetuation would mean that every organization
has its plans ahead of its activities and aims at a better image of it. All these
aims and aspirations result in expansion and growth creating numerous
positions for workforce at various levels. These aims and aspirations can be
fulfilled if there are a sufficient number of capable persons to handle various
positions in the organization.
(v) Absenteeism:
It means a situation when a person fails to come for work when he is
scheduled to work. The rate of absenteeism can be calculated by the following
formula:
Man days lost
Absenteeism = -----------------------------------------
Man days worked + man days lost.

There are certain employees who are more prone to absenteeism in any
organization. 10 to 20 percent of such employees may account for 70 to 80
percent of absences. It should be noted that excessive absenteeism (more than
the irreducible minimum, say 3% to 5%) involves a considerable cost to the
firm even when the absent employees receive no pay. Work schedules are
upset leading to overtime work, which in turn leads to increased cost of
38
 production. The management should go into causes of absenteeism and
attempt to reduce the absenteeism as far as possible. The manpower planning
experts will have to consider the known rate of absenteeism in their decision
regarding estimation of manpower requirements.
(vi) Work Study:
Work study technique can be used when it is possible to apply work
measurement to know how long operations should take and the amount of
labour required. This is also known as ‘Workload Analysis.’ On the basis of
the workload of each plant during the forthcoming years, workforce analysis is
done considering the rates of absenteeism and labour turnover.
4. Supply Forecasting:
Along with demand forecasting, it is equally important to forecast the supply of
different types of personnel with the organization at the cut-off date of manpower
planning. There are two sources of supply of manpower – internal and external. But
internal supply is more important for manpower planning. It comprises of the
employees working in the organization that can be promoted or transferred to fill up
various jobs as and when they fall vacant. This would require evaluation of the
present personnel abilities, their strengths and weaknesses, so as to gauge their
suitability for different jobs. In order to estimate internal supply of personnel, it is
necessary to conduct human resource audit and prepare replacement charts in
advance.
(i) Human Resource Audit:
Systematic audit of executive personnel or managers would lead to creation
management inventories while that of non-managerial employees would lead
to preparation of skill inventories. Human resource audit gives a thorough idea
of potential and capabilities of persons working in the organization. Personnel
records of all the personnel should be updated periodically so as to record the
new accomplishments or qualifications and skills obtained by different types
of personnel over the time.
(ii) replacement Charts:
These are meant for listing each key position and indicating time when it is
likely to be vacated. They also list the most likely candidates working in the
organization suitable to fill vacancies and also the time when would be ready
for promotion. In short, a replacement chart presents clearly who will replace
whom in case of vacancy. Often, large enterprises use computers to record job
analysis information and human resource audits and replacement summaries.

39
5. Estimating The Net Manpower Requirements:
The manpower planner must compare the demand forecast for human resources with
the projected internal supply of human resources before coming to any conclusion.
This exercise should be carried out department and skill wise to know the
deficiencies or surplus of various types of personnel in future. The possibilities of
transfer personnel from one department to another and promotion of personnel to
higher jobs must also be considered to determine net manpower requirements in the
organization as a whole.
6. Action Plan Redeployment or Redundancy:
The management has to plan for redeployment and redundancy in case of surplus
staff position. If surplus is estimated in some job/departments, employees can be
redeployed in other jobs/departments, where the deficit of the employee is estimated.
The management should also plan for training or re-orientation before redeployment
of employees. Redundancy plan has to be made if the surplus employees can’t be
redeployed. It would include the type and number of employees to be retrenched or
offered golden handshake under voluntary retirement scheme (VRS), the type of help
to be extended to retrenched employees in the form of compensation, type of help in
getting new jobs outside the organization, priority to the retrenched personnel in
filling future vacancies and so on.
7. Determining Job Requirements of Positions To Be Filled:
Job analysis is the qualitative aspect of manpower planning since it determines the
demands of a job in terms of responsibilities and duties and then translates these
demands in terms of skills, qualities and other attributes. It helps in determining the
requirements of jobs and qualifications needed to fill these jobs. Thus, job analysis is
an essential element of effective manpower planning. Accurate job descriptions help
in filling suitable candidates for vacant jobs and developing training programs for
them.
8. Employment Plan:
This phase deals with planning how the organization can obtain the required number
and right type of personnel. In other words, there is a need to prepare programmes of
recruitment, selection, transfer and promotion so that personnel needs of various
departments of the organization are met timely.
9. Training And Development Program:
The preparation of human resource inventory helps in identifying the training and
development needs of the organization. Training is necessary not only for the new
employees, but also for the existing employees. Executive development programmes
have to be devised for the development of managerial personnel. No enterprise has a
40
 choice of whether to provide training or not, the only choice is that of methods or
techniques. All types of jobs usually require some sort of training for their efficient
performance. Even when the persons appointed have job experience, they must be
given some training to renew their knowledge and skills and to tell them what tjey are
expected to do. The talents of the employees are not fully productive without a
systematic programme of training and development.

FACTORS AFFECTING MANPOWER PLANNING:

1. External Factors:
a) Government’s policies
b) Level of economic development including future supply of HR
c) Business environment
d) Level of technology
2. Internal Factors:
a) Policies and strategies of the company
b) Human resource policy of the company
c) Job analysis & company’s production operations policy
d) Time horizons (long term or short term)
e) Type and quality of information & trade unions

BENEFITS OF MANPOWER PLANNING:

1. It results in reduced labour costs as it helps the management to anticipate shortages

and/or surpluses of manpower and correct these imbalances before they become
unmanageable and expensive.
2. It is a better basis for planning employee development that is designed to make
optimum use of workers skills with in the organization.
3. It enables identification of gaps of the existing manpower so that corrective training
could be imparted. Thus, the training programme becomes more effective.
4. It leads to improvement in the overall business planning process.
5. It helps in formulating managerial succession plan as a part of the replacement
planning process, which is necessitated when job-change plans for managers are
formulated. Besides, this exercise would provide enough lead- time for identifying
and developing managers to move up the corporate ladder.
6. It leads to a greater awareness of the importance of sound manpower management
throughout the organization.
7. It serves as a tool to evaluate the effect of alternative, manpower actions and polices.

41
ADVANTAGES OF MANPOWER PALNNING:

Manpower Planning ensures optimum use of available human resources.

1. It is useful both for organization and nation.

2. It generates facilities to educate people in the organization.
3. It brings about fast economic developments.
4. It boosts the geographical mobility of labour.
5. It provides smooth working even after expansion of the organization.
6. It opens possibility for workers for future promotions, thus providing incentive.
7. It creates healthy atmosphere of encouragement and motivation on the organization.
8. Training becomes effective.
9. It provides help for career development of the employees.

DIFFICULTIES OF MANPOWER PLANNING:

Human Resource Planning is not always effective. Some of the major problems are
described below;

(a) Lack Of Understanding Of Rationale of Planning:

There is generally identify crisis and many managers as well as manpower
specialists don’t fully understand the rationale or purpose manpower planning.
There can be little doubt that unless the manpower planning specialists
develop a strong sense of purpose; they are more likely to fail.
(b) Insufficient Top Management’s Support:
In the long0run, manpower planning must have the full support of top
management; otherwise it is going to be ineffective. The support of top
management is essential to ensure the necessary resources, cooperation and
support for the success of human resource planning.
(c) Insufficient initial effort:
Manpower planning might fail because of lack of sufficient initial effort. To
be successful, human resource planning should start slowly and expand
gradually. Development of accurate skills inventory and preparation of
replacement chart are integral parts of manpower planning.
(d) Lack Of Coordination With Other Functions:
To be effective, manpower planning must be coordinated with other
management functions. Unfortunately, there is a tendency on the part of
manpower planners to become totally absorbed in their own world keeping
along from the other functional managers.

42
 (e) Lack Of Integration With Organisational Plans:
Manpower planning must be based on organisational objectives and plans.
This requires development of good communication channels between
organization planners and the human resource planners. In many
organizations, such a communication is lacking and the human resource plans
are prepared in isolation of organisational plans.
(f) Non-cooperation Of Operating Managers:
Manpower planning may fail because of non-cooperation between the
personnel and other functional mangers. Successful manpower planning
requires a coordinated effort on the part of manpower planners and the
operating managers.

LIMITATIONS OF MANPOWER PLANNING:

Internal Limitations:

There are several limitations of planning. Some of them are inherit in the process of planning
like rigidity and other arise due to shortcoming of the techniques of planning and in the
planners themselves.

1. Rigidity:
(a) Planning has tendency to make administration flexible.
(b) Planning implies prior determination of policies, procedures and programme
and a strict adherence to them in all circumstances.
(c) There is no scope for individual freedom.
(d) The development of the employees is highly doubter because of which
management might have faced a lot of difficulties in future.
(e) Planning therefore introduces inelasticity and discourages individual initiative
and experimentation.
2. Misdirected planning:
(a) Planning may be used to serve individual interests rather than the interest of
the enterprise.
(b) Attempts can be made to influence setting of objectives; formulation of plans
and programme to suit one’s own requirement rather than that of whole
organization.
(c) Machinery of planning can never be freed of bias. Every planner has his own
likes, dislikes, preferences, attitudes and interests which is reflected in
planning.

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 3. Time Consuming:
(a) Planning is a time consuming process because it involves collection of
information, its analysis and interpretation thereof. This entire process takes a
lot of time specially where there are a number of alternatives available.
(b) Therefore planning is not suitable during emergency or crisis when quick
decisions are required.
4. Probability in Planning:
(a) Planning is based on forecasts which are mere estimates about future.
(b) There estimates may prove to be inexact due to the uncertainty of future.
(c) Ant change in the anticipated situation may render plans ineffective.
(d) Plans don’t always reflect real situations in spite of the sophisticated
techniques of forecasting because future is unpredictable.
(e) Thus, excessive reliance of plans may prove to be fatal.
5. False Sense Of Security:
(a) Elaborate planning may create a false sense of security to the effect that
everything is taken for granted.
(b) Managers assume that as long as they work as per plans, it is satisfactory.
(c) Therefore they fail to take up timely actions and an opportunity is lost.
(d) Employees are more concerned about fulfilment of plan performance rather
than any kind of change.

MANPOWER UTILIZATION:

Manpower utilization is concerned with the efficient use of the organisation’s existing
human resources. Effective utilisation of human resources requires two things. Firstly, people
must be placed on jobs in such a way that the organisation’s total manpower resources are
most effectively allocated. Secondly, manpower utilization involves achieving optimum
productivity from the work force after work has been allocated. This involves the complex of
motivational factors achieving individual, group and organisational performance and is
concerned with such areas as leadership and morale.

There are two methods for assessing human resource utilization. The first one is the
manning ratio, which is based on the relationship between the number of people employed in
the organization and a specified measure of productivity. This manning ratio will help in
identifying the extent of the manpower problem but will not help to identify the causes of
misutilisation or underutilization. The second method is by use of work-study. By careful
observation and recording, it will be possible to ascertain how the worker spends his time
during the work period. This will give answers to certain important questions, such as:

44
 (a) What is the total number of employees?
(b) What is the quality of employees?
(c) What is the breakdown of males and females?
(d) What is the age span of employees?
(e) What skills and abilities do they have?
(f) How long will it take to bring them up to the required standard and speed?
(g) Who are suitable for future promotions?

The study of manpower utilization will help to identify three crucial factors namely,
organization structure, job requirements and manpower required. Each of these will have an
effect on the individual or groups in the work unit.

The organisation structure can be conditioned by the system of production. The

job requirements will be influenced by the type of technology used. In order to make full
use of existing manpower, we have two factors to consider, namely:

1. The competency of existing staff and their suitability for the new positions must
be analysed.
2. Work satisfaction must be identified, otherwise there will be mis-utilization
caused by people in the wrong jobs, absenteeism and labour turnover. If all the
factors can be brought together, we have a good chance of achieving full
utilization of human resources.

45
ACTIVITIES INVOLVED IN MANPOWER PLANNING:

 Identifying and designing current and planned organisation structure of the

organization
 Estimating current and future workload for different functions and organizational
units in the organization, and based on that, estimating the current and future total
requirement of people to fill the various positions of different types and at different
levels.
 Developing profile or specifications for people to fill the various positions identified
 Taking an inventory of existing employees in the company, and their capabilities
 Comparing the manpower requirements and availability to determine the additional
people required in the organization at different times. While working out this
requirement, suitable provision is made for likely attribution of some of the existing
employees. Similarly, while examining capability requirements of employee’s
consideration is given to on the development of skill and capability of people with
work experience. This activity results in identification of the total additional
manpower requirements to be fulfilled by various means.
 Determining, the means of acquiring the additional required manpower through
various means such as external recruitment, internal transfers and promotions,
training.
 Preparing recruitment plan.
 Preparing training plan.

DUTIES AND RESPONSIBILITIES:

The following are the duties and responsibilities:

A. Plant manager:
i. Plant manager (PM) will plan and control the overall operations of the plant.
ii. He/she must ensure optimum production levels at desired quality levels within
the targeted budgets.
B. Quality Manager:
i. Quality manager / assistant manager will report directly to production
manager.
ii. He/she must check and ensure the quality plans set by the company.
iii. Periodical calibration of monitoring and measuring devices will be his/her
responsibility
iv. QM/AM will have to co-ordinate with the customers during customer.

46
 v. Inspections visits, in case of non-conformance, QM/AM must initiate
corrective actions to correct them.
vi. He/she must monitor the rejection levels at different stages and must inform
the production manager to stop the production if any non-conformance occurs.
C. Quality Inspector:
i. Quality Inspector (QI) will report to quality manager.
ii. He/she must carry out inspections to maintain the status at incoming, in-
process and final stage of refrigerator processing.
iii. QI must give approval on incoming, regular production and final inspection
components.
iv. He/she must follow relevant documents like inspection plans, control plans
etc. to ensure quality.
v. QI must raise non-conformance in case of inward and in-process deviations in
standards.
vi. He/she must maintain quality system related documents and records pertaining
to quality department.
vii. QI must monitor and check all instruments for zero error.
D. Plant Supervisor:
i. Supervisor will assign duties and tasks to subordinates.
ii. He/she must explain these duties/tasks are to be done.
iii. It is supervisor’s responsibility to explain the subordinates on how the
performance of these duties are measured and evaluated
iv. Supervisors must create a supportive working and professional relationship
with the subordinates.
v. He/she must provide a motivational work environment to get the best out of
everyone.
vi. Supervisor must facilitate constant development of each employee by
providing opportunities for advancement and future growth in the
organization.
E. Maintenance Manager:
i. Maintenance Manager (MM) must ensure minimum level of inventory for
necessary spares.
ii. Routine, preventive and predictive maintenance schedule charts for all
machines and equipments must be prepared and maintained by Maintenance
Manager.
iii. He/she must identify areas for constant improvement and must implement all
appropriate actions.

47
 iv. MM must attend to any breakdown in any machines.
v. He/she must analyse the intensity of faults to judge whether it is a minor or
major issue, where an external service provider is required.
vi. MM should disband the machine as per the manual to fix the faults.
F. Operator:
i. Operator must prepare the tools/ machines and settings for manufacturing
operations.
ii. He/she must handle the pre-requirement guidelines of the respective process as
per the manual.

FACTORS TO BE CONSIDERED WHILE FORECASTING MANPOWER NEEDS:

 Analysing the corporate and unit level strategies

 Demand forecasting: Forecasting the overall human resource requirements in
accordance with the organisation plans
 Supply forecasting: Obtaining the data and information about the present inventory of
manpower and forecast the future changes in the human resources in the inventory
 Estimating the net manpower requirements
 In case of future surplus then plan for redeployment
 In case of future deficit, forecast the future supply of manpower from all sources with
reference to plans of other companies
 Plan for recruitment, development and internal mobility if future supply is more than
or equal to net manpower requirements
 Plan to modify and adjust the organisational plan if future supply will be inadequate
with reference to future net requirements
 Degree of uncertainty and length of planning period.

EVALUATION OF EFFECTIVENESS OF MANPOWER PLANNING:

After the employment and training programme have been implemented, an appraisal
must be made of the effectiveness of manpower planning. Deficiencies in the programme
should be pointed out and the catalogue of manpower inventory should be adapted
periodically. Corrective actions should take wherever it is necessary to remove the
deficiencies in manpower planning. An appraisal of the existing manpower plans will also
serve as a guide in the future manpower planning. Manpower planning is closely linked to the
goals of manpower management and those of the organisation. Shortage or surplus of
manpower planning in any department or at any level should be minimised. Human resource
planning will be said to be effective if it can anticipate the deficiencies of various skills well
in time so that steps initiated for procurement for required manpower. Similarly, if some

48
types of personnel are surplus, they should be adjusted after giving them appropriate training.
If it is not possible, they may be phased out through voluntary retirement scheme.

QUANTITATIVE ASPECTS OF MANPOWER PLANNING:

The quantitative aspects of manpower planning involve demand forecasting and

supply forecasting as discussed below:

Demand Forecasting:

It is the process of estimating the requirement of different kinds of personnel in

future. The basis of manpower forecast should be the annual budget and long-term corporate
plan, translated into activity levels for each function and department. In a manufacturing
company, the sales budget would be translated into a manufacturing plan giving the number
and types of products to be made in each period. From this information, the number of man-
hours by skill categories to make the quota for each period would be computed. In an
insurance company, forecasts of new business would be translated into the number of
proposals that would have to be processed by the underwriting department. Ina a mail order
company, forecasts would be made of the number of orders that might have to be processed,
assembled and dispatched.

There are three basic techniques of demand forecasting:

1. Managerial Judgement
2. Work-study techniques
3. Statistical Techniques.

In many cases, a combination of methods, say managerial judgement and statistical

techniques might be more useful. A brief description of these methods is given below:

1. Managerial Judgement:
The most typical method of forecasting used in smaller companies, or those
who don’t have access to work study data, is managerial judgement. This simply
requires managers to sit down, think about future workloads and decide how many
people they need. It might be done on a ‘bottom-up’ basis with line managers
submitting proposals for approval by the top management.
Alternatively, a ‘top-down’ approach can be used in which company and
departmental forecasts are prepared by the top management, possible acting on advice
from the personnel and organization and methods (O&M) departments. These
forecasts are reviewed and agreed with the departmental managers.

49
 Perhaps, the best way of using managerial judgement is to adopt both the
‘bottom-up’ and ‘top-bottom’ approach. Guidelines for departmental managers should
be prepared which indicate broad company assumptions about future activity levels
which will affect their departments. Targets are also set, whenever necessary armed
with these guidelines, departmental managers prepare their forecasts to a laid-down
format. They are encouraged to seek help at this stage from personnel, O&M, or
work-study departments. Meanwhile, the personnel department, in conjunction, as
necessary, with planning, 0&m or work-study departments, prepares a company
manpower committee consisting of functional heads. This committee reconciles with
departmental managers any discrepancies between the two forecasts and submits the
final amended forecast to top management for approval. This is sometimes called the
‘right-angle method.’
2. Work-study Technique or Workload Forecasting:
Work-study technique can be used when it is possible to apply work
measurement to know how long operations should take and the amount of labour
required. This is also known as ‘work-load analysis.’ On the basis of the workload of
each plant during the forthcoming years, workforce analysis is done considering the
rates of absenteeism and labour turnover.
In work-load analysis, the manpower planning expert needs to find out sales
forecasts, work schedules and thus determine the manpower required per unit of
product. The sales forecasts are translated into work performance for the various
departments of the enterprise. In a manufacturing enterprise, one shall first find out
the master schedule and then departmental schedules. The departmental work-loads
are converted into ma-hours in terms of different skills required. Work load analysis is
used to determine how many employees of various types are required to achieve total
production targets. Similarly, plans are made concerning the amount of work that all
other departments of the organization are expected to accomplish during the coming
year. It is essential to determine the work load in some tangible units so that they may
be translated into man-hours required per unit. Past experience can, of course, be
utilized for translating workloads into man hours required.
3. Statistical Techniques:
The earlier techniques provide only a rough approximation of the number of
employees required and are suitable only for short range demand forecasting. Long
range personnel forecasting is more amenable to statistical and mathematical
techniques. This has been particularly true in recent years as new mathematical
techniques have been developed and high-speed computers are used to rapidly analyse

50
 large amount of personnel planning data. Some of the important statistical tools for
forecasting are discussed as under:
a) Ratios And Trend Analysis:
Under this method, the main emphasis is on the ratios which
are calculated for the past data relating to number of employees of each
category, of production level, sales level, activity level/ workload
level, direct employees and indirect employees. Future production
level, sales level, activity level/ work load are estimated with an
allowance for changes are expected I n the organization of human
resources. Then future manpower requirement is calculated on the
basis of established ratios.
These techniques, although crude, are easy to understand and
use. Their value depends upon accurate records and realistic estimates
of future activity levels and the effect of improved performance or
changed methods.
b) Econometric Models:
To build an econometric model for manpower planning
purposes, it is necessary to analyse past statistical data and to formula.
The variables affecting manpower requirement may be identified under
heading such as investment, sales or the complexity of the product line.
The formula could then be applied to forecasts of movements in these
variables to produce a manpower forecast. This is a complex process
which is suitable for large organizations.
c) Regression Analysis:
This technique is used to estimate the manpower requirements
of an organisation’s at a future point of time, based upon such factors
as sales, output, services rendered, etc. Regression analysis is used
when dependent and independent variables are functionally related to
each other. Electronic computers are used to solve the regression
equations and forecast the demand for personnel.

Supply Forecasting:

Supply Forecasting is concerned with the estimate of supply of manpower given the
analysis of current resources and future availability. Here the personnel planner must
consider both the external supply (employees available for higher position in the
organisation’s geographic work force) and the internal supply. External supply of personnel
is important for two reasons. First, the normal separation of employees through voluntary

51
turnover, retirement, illness, death and discharge may require that the organisation look to
employment agencies, colleges and universities and other sources to replenish lost personnel.
Second, organisational growth and diversification require the use of external sources to
obtain additional numbers and types of employees.

The internal supply of personnel is influenced by the following factors:

a) Existing manpower resources

b) Potential losses to existing resources through labour wastage
c) Potential changes to existing resources through internal promotions
d) Effect of changing conditions of work and absenteeism
e) Sources of supply from within the firm.

Based on the above information, the following techniques may be used to anticipate the
supply of human resources:

(i) Markov Analysis:

This method uses historical information non the movement of personnel that
takes place during a typical plan period. Data are collected and reviewed for a
number of years in order to estimate the likelihood that persons in a particular
job will remain in that job or to be transferred, promoted, demoted, terminated
or retired. These historical flows of personnel (transitions) through the
organisation are represented by probabilities. The probabilities are arranged in
a ‘transition matrix’ and future personnel flows are estimated on the bias of
the matrix.
(ii) Simulation
Based on Markov Analysis, the simulation technique considers alternative
flows, which are examined foe effects on future manpower supplies.
Alternative flows reflect the anticipated results of policy or programme
changes concerning voluntary turnover, retirement, promotion etc.
(iii)Renewal Analysis:
This technique estimates future flows and supplies of manpower by
calculating
(i) Vacancies created by the organisation
(ii) The results of decision rules governing the filling of vancies.
Alternative models may assess the effect of changes in growth
estimates, turnover, promotions etc.

52
MANPOWER ANALYSIS:

The manpower analysis should classify employees by function or department,

occupation, level skill and status. The aim should be identify ‘resource centers’ consisting of
broadly homogeneous groups for which forecasts of supply need to be made. There is endless
scope for cross analysis in preparing manpower inventories.

Some detailed analysis may be essential. For example, the review of current resources
may need to cut across organizational and occupational boundaries to provide inventories of
skills and potential. It may be important to know how many people the organization has with
special skills or abilities, for example, chemists, physicists, mathematicians, economists or
linguists. From the point of view of management succession planning and preparation of
management development programme, it may be equally important to know how many
people with potential for promotion exist and where they can be found.

An analysis of manpower by age helps to identify problems arising from a sudden

rush of retirements, a block in promotion prospects, or a preponderance of older employees.
Length of service analysis may be even more important because it will provide evidence of
survival rates, which are a necessary tool for use by planners in predicting future resources.

The analysis of current resources should look at the existing ratios between different
categories of staff. Recent movements in these ratios should be studied to provide guidance
on trends and to highlight areas where rapid changes may result in manpower supply
problems.

Labour Wastage:

Labour wastage should be analysed in order to forecast future losses and to identify
the reasons for people leaving the organization. Plans can then be attached to the problems
causing unnecessary wastage and to replace uncontrollable losses. The manpower planner
therefore has to know how to measure wastage and analyse its causes.

Labour Turnover Index:

The traditional formula for measuring wastage is the labour turnover index.

Number of leaves in a specified period (usually 1 year ) * 100

Average number of employees during the same period

This method is in common use because it is easy to calculate and to understand. This formula
can be misleading also. The main objection to the measurement of labour turnover in terms of
the figure may be inflated by the high turnover of a relatively small proportion of the labour
53
force. Thus, a company employing 1000 people might have had an annual wastage rate of
20% meaning that 200 jobs had become vacant during the year. But this could have been
spread throughout the company, covering all occupations and as long as well as short service
employees. Alternatively, it could have been affected although each of these had to be
fulfilled ten times during a year. These are totally different situations, and unless they are
appreciated, inaccurate forecasts would be taken to deal with the problem.

The labour wastage percentage is a suspect if the average number of employees upon
which the percentage is based is unrepresentative of recent trends because of considerable
increases or decreases during the period in the number employed.

Labour Stability Index:

One measure which is considered by many to be an improvement is the labour

stability index:

Number of employees with one year’s service or more * 100

Number of employees one year ago

This index provides an indication of the tendency for longer service employees to
remain with the company, and therefore, shows the degree to which there is a continuity of
employment. But this too can be misleading because the index will not reveal the vastly
different situations that exist in a company or department with one where the majority of
employees are short service.

Length of Services Analysis:

The disadvantage of the labour stability index may be partly overcome if an analysis
is also made of the average length of service of people who leave. This analysis also gives the
index of labour turnover. It is still fairly crude because it only deals with those who leave. A
more refined analysis would compare for each service category the numbers leaving with the
numbers employed. If, for example, the total with more than five years was 80, the proportion
of leavers in each category would be, respectively; 50% and 10% much more revealing
figure, especially if previous periods could be analysed to reveal adverse trends.

Survival Rate:

Another method of analyzing labour turnover which is particularly useful for

manpower planners is the survival rate i.e., the proportion of employees who are engaged
within a certain period and who remain with the firm after so many months or years of
54
service. Thus, an analysis of apprentices who have ‘finished their time’ might show that after
two years, ten of the apprentices out of twenty ex-apprentices were still with the company, a
survival rate of 50%.

This would tell the manpower planner that he has to allow for half the number of
recruits in any one year to be lost over the next five years, unless something can be done
about the factors causing wastage. Thus, to achieve a requirement of 50 trained staff in five
years’ time, 100 people would have to be engaged during this period.

Effect of Internal Promotions and Transfers:

The supply forecast should indicate the number of vacancies that will have to be filled
up to meet the demand forecast. Vacancies arise people leave but the exit of a senior manager
any produce a chain reaction of replacements. Transfer between departments and divisions
may also have to be allowed for. In a large organization, persistent patterns of promotion or
transfer may develop and it may be possible to predict the proportions of employees in
particular categories who are likely to be promoted or moved in the future by starting with a
forecast of the chain reaction factor. To give a broad indication of number of displacements
that may occur.

However, this is a very crude estimate and so succession planning has to be worked
out specifically by reference to known retirements, resignations, and transfers. Further, it is
also important to determine the impact of factors such as changes in normal weekly hours of
work; overtime policies; the length and timing of holidays, retirement policy; the policy for
employing part-timers; and shift system.

SOURCES OF MANPOWER:

Internal sources of manpower supply will include the output from established training
schemes or management development programmes and the inventory of skills and potential
that exists within the organisation. But the availability of manpower from outside the
enterprise is also a vital factor when preparing growth plans. Too often, corporate or
functional plans may be based on assumptions about the availability of human resources of
required calibre, locally or nationally, which could easily be proved wrong after a brief
investigation. It is particularly necessary to identify at an early stage the job category when
there might be difficulties in recruiting the numbers required. This would help to prepare a
recruitment campaign to tap alternative sources or to develop training or retraining
programmes to convert available manpower to meet the company’s needs.

55
The local factors which have had an important bearing on the supply of manpower are listed
below:

1. Population densities within reach of the company.

2. Current and future competition for labour from other employers.
3. Local unemployment levels
4. The traditional pattern of employment, locally, and the availability of people with the
required qualifications and skills.
5. The output from the local educational system and government or other training
institutes.
6. The pattern of immigration and emigration within the area.
7. The attractiveness of the area as a place to work in.
8. The attractiveness of a company as a place to work in.
9. The availability of part-time labour such as married women.
10. Local housing, shopping and transport facilities.

The macro level factors affecting the supply of manpower are as under:

1. Trends in the growth of the working population

2. National demands for special categories of manpower-graduates, professional staff,
technologies, technicians, craftsmen and secretaries.
3. The output of the universities, polytechnics and professional institutions
4. The effect of changing educational patterns-children staying longer at school, or
different emphasis in university or school curricula.
5. The impact of government training schemes
6. The impact of government employment regulations.

QUALITATIVE ASPECT OF MANPOWER PLANNING:

After determining the number of personnel for each department in the organization, it
is necessary to determine the precise nature of different jobs in terms of functions, duties and
responsibilities. This would help determine the minimum acceptable qualities on the part of
personnel required for adequate performance of the job in question. This aspect is referred to
as the qualitative aspect of manpower planning. The phenomenon of determining the nature
of the job together with the minimum acceptable qualities on the part of personnel required
for adequate performance of the job is termed as job analysis, to quote Edwin B.Flippo. “Job
Analysis is the process of studying and collecting information relating to the operation and
responsibilities of a specific job.

56
 With the help for the facts and information obtained through job analysis, two
statements are prepared: (i) Job Description – it contained details about the contents of a job;
and (ii) Job Specification – it reveals physical, educational, and other qualifications as well as
the experience required in an individual to perform the job satisfactorily.

SHORT-TERM MANPOWER PLANNING:

LONG-TERM MANPOWER PLANNING:

57
This planning is done to find a temporary match between the existing individuals and the
existing jobs. It aims at quick removal of anomalies in posting and placements. The steps are
as follows:

1. The step one is to identify the weak and strong incumbents.

2. The second step is to set the anomalies right.
3. The final step is to think of persons who can be additional charge of posts falling
unexpectedly vacant due to sudden death, resignation or transfer of the original
incumbent.

LONG-TERM MANPOWER PLANNING:

This planning is done to find a proper match between the future jobs and their future
incumbents. The steps are as follows:

1. The first step is to determine the requirements of manpower for a particular period.
This is done by making forecasts.
2. The second step is to ascertain the existing number of rank and file workers in each
section, department and unit and to compare it with the requirement number. In case
the required number is more than the number required, the next step would be to
consider how to get rid of the excess hands, i.e., whether through premature
requirement or discharge or lay – off etc.

58
 3. The final step is to determine the need for and the kind of training which must be
given to the existing and new employees.

INGREDIENTS OF SOUND MANPOWER PLANNING:

1. Finding and selecting the right caliber and number of people required to perform the
operations of the organization involved
2. Adequate briefing of new employees to the organization and job
3. Fair, sound and effective terms of employment
4. Provision of incentive
5. Establishment and maintenance of personnel inventories based on periodic appraisals
of the productivity, methods, qualifications and potential of employees
6. Well organized and specific training
7. Continuing personnel research
8. Management

MANPOWER PLANNING AT DIFFERENT LEVELS:

Human resource planning is done at various levels for their own purposes by various
institutions. There are various levels of human resource planning in an industrial enterprise:

1. National Level
2. Sectoral Level

59
 3. Industry Level
4. Unit Level
5. Departmental Level
6. Job Level

1. National Level: Generally, central government plans for human resources for the
entire nation. It anticipates the demand for and supply of human requirements at the
national level.
2. Sectoral Level: Central and state governments also plan human resource
requirements at sectoral level. It tries to satisfy needs of some particular sectors like
Agriculture sector, Industrial sector and Service sector.
3. Industry Level: This level of planning is done to suit manpower needs of a particular
industry such as engineering, heavy industries, paper industry, consumer goods
industries, public utility industries, textile, cement/chemical industries etc.
4. Department Level: This level of planning is done to suit the manpower needs of a
particular department in a company e.g., Marketing Department, Production
Department, Finance Department etc.
5. Job Level: This level of planning fulfils the human resource needs of a particular job
family within the department. For example, the requirement of number of sales
executive in the marketing department.
IMPLEMENTATION STAGES:

The following implementation stages are suggested for mid to large organisations:

Stage 1:

 Identify the infrastructure and system requirements to support full implementation

(e.g., Human Resources Information Management System; other on-line software
tools needed to support various CBM applications.)
 Develop the competency profits
 Implement the competency profiles in a staged-way to demonstrate benefits and
create buy-in 9e.g., as soon as profiles for a group are developed, implement quickly
within a low-risk high-benefit planned application for the group)
 Communicate success stories as competency profiles are implemented
 Good for organisation

Stage 2:

 Develop, revise/update competency profiles to meet changing demands.

60
  Monitor and evaluate applications to ensure that they are meeting organisational
needs, and adjust programs/plans, as needed, to meet evolving needs.

BARRIERS TO EFFECTIVE MANPOWER PLANNING:

 Improper linkage between manpower planning and corporate strategy

 Inadequate appreciation of manpower planning
 Rigidity in attitudes
 Environment uncertainty
 Conflict between long-term and short0term planning
 Inappropriate human resource Information System

MEASURES FOR MAKING MANPOWER PLANNING EFFECTIVE:

 Commitment and involvement of top management in manpower planning

 Proactive, rather than reactive, human resources management effective.
 Greater participation of line managers at all levels in planning process
 Effective design of HR Information System integrated with the organisation’s
management information system
 Linking planning to corporate strategic management process
 Enough flexibility in HR Plans to take care of changing situations

MANPOWER PLANNING AT SANJIVI HOSPITALS:

Sanjivi Hospitals is 100 bedded hospitals. I have determined the need for manpower
and the requirement. The following are the departments I have determined whether the
requirement of manpower is sufficient or not:

RECEPTION:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Receptionist -1 8:00 – 4:00

3 Receptionist -2 1:00 – 9:00 3 Sufficient

Receptionist - 3 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

61
OT:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Employee -3 8:00 – 4:00

8 Employee -3 1:00 – 9:00 8-10 Sufficient

Employee - 2 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

CASH BILLING:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Technician-1 8:00 – 4:00

3 Technician-1 1:00 – 9:00 3 Sufficient

Technician-1 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

CREDIT BILLING:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Technician-2 8:00 – 4:00

5 Technician-2 1:00 – 9:00 5 -8 Sufficient

Technician-1 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

62
PHARMACY:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Technician-3 8:00 – 4:00

8 Technician-3 1:00 – 9:00 8 – 10 Sufficient

Technician-2 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

X -RAY:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Technician-1 8:00 – 4:00

3 Technician-1 1:00 – 9:00 5 Sufficient

Technician-1 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

CASUALITY:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Nurse - 2 8:00 – 4:00

4 Nurse - 1 1:00 – 9:00 6 Sufficient

Nurse -1 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

63
MALE WARD:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Nurse -2 8:00 – 4:00

7 Nurse -2 1:00 – 9:00 10 Sufficient

Nurse -2 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

FEMALE WARD:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Nurse -2 8:00 – 4:00

7 Nurse -2 1:00 – 9:00 10 Sufficient

Nurse -2 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

GENERAL WARD:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Nurse -2 8:00 – 4:00

7 Nurse -2 1:00 – 9:00 10 Sufficient

Nurse -2 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

64
ICU:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Nurse - 4 8:00 – 4:00

14 Nurse - 4 1:00 – 9:00 1:2 Sufficient

(nurse and
Nurse - 4 8:00 – 8:00 patient ratio)

Interpretation:

Human resources available in this department are sufficient.

NICU & PICU:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Nurse - 4 8:00 – 4:00

14 Nurse - 4 1:00 – 9:00 1:2 Sufficient

(nurse and
Nurse - 4 8:00 – 8:00 patient ratio)

Interpretation:

Human resources available in this department are sufficient.

ACCOUNTS & AUDIT:

No. of existing Personnel As per Human

personnel present in a Shifts standards Resources
shift Recommended

1 Accountant - 1 9:00 – 6:00 1 Sufficient

Interpretation:

Human resources available in this department are sufficient.

65
BIO - MEDICAL:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Technician -1 8:00 – 4:00

2 Technician -1 1:00 – 9:00 2 Sufficient

Technician - 1 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

CATH LAB:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Technician - 3 8:00 – 4:00

7 Technician - 2 1:00 – 9:00 5 -8 Sufficient

Technician - 2 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

DIALYSIS:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Technician - 3 8:00 – 4:00

6 Technician - 2 1:00 – 9:00 6 Sufficient

Technician – 1 8:00 – 8:00

Interpretation:

Human resources available in this department are sufficient.

66
HOUSE KEEPING & MAINTENANCE:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended
Employee - 11 8:00 – 4:00
Supervisor -1
15 20 Not Sufficient
Employee - 11 1:00 – 9:00
Supervisor -1
Employee - 11 8:00 – 8:00
Supervisor -1

Interpretation:

Human resources available in this department are not sufficient.

SECURITY:

No. of existing Personnel Shifts As per Human

personnel present in a standards Resources
shift Recommended

4 Employee - 4 8:00 – 8:00 8 Not Sufficient

Interpretation:

Human resources available in this department are not sufficient.

67
1. Opinion of employee whether organisation is able to fulfil present requirement with
the present work force:

Particulars No.of. respondents Percentage

Yes 40 80

No 10 20

Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
90

80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 80% of employees agree that organisation is able to fulfil the
requirement and 20% didn’t agree that organisation is able to fulfil the requirement.

INFERENCE:

Most of the employees said the organisation is able to fulfil the requirement of present work
force.

68
2. Opinion on purpose of manpower planning manpower planning?

Particulars No.of. Percentage

Respondents
Availability of manpower 15 30
at right time
Placing right person at 13 26
right time
Increase productivity of 10 20
organisation
Overall development of 12 24
organisation
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
35
30
30
26
24
25
20
20

15

10

0
availability of manpower placing right person at increase productivity of overall development of
at right place right time organisation organisation

man power planning

INTERPRETATION:

From the above graph, 30% of employees opted for the availability of manpower at right
time; 26% opted for placing right person at right time; 20% opted for increasing productivity
of organisation and 24% opted for the overall development of organization.

INTERPRETATION: Highest number of employees said the purpose is to have availability

of manpower.

69
3. Methods used for forecasting demand for manpower planning:

Particulars No.of. respondents Percentage

Trend analysis 23 46
Managerial estimate 17 34
Delphi technique 5 10
Any Other 5 10
Total 50 100

Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower planning
50
45
40
35
30
25
20
15
10
5
0
trend analysis managerial estimation delphi technique any other

Man power planning

INTERPRETATION:

From the above graph, 46% said the organisation is using trend analysis; 34% said they are
using managerial estimate; 10% for Delphi technique and remaining 10% for any other
method.

INTERPRETATION:

Most of the employees opted for the trend analysis.

70
4. Opinion whether employee is allocated job according to my potential?

Particulars No. of. Respondents Percentage

Yes 43 86
No 7 14
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
100
90
80
70
60
50
40
30
20
10
0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 86% think that their job is allocated based on their skill and 10%
doesn’t think so.

INTERPRETATION:

The highest number of employees think the employees are allocated job according to their
potential.

71
5. Manpower planning helped employee during recession.

Particulars No. of. respondents Percentage

Yes 37 74
No 13 26
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 74% said manpower planning helped them during recession and other
26% doesn’t agree.

INTERPRETATION:

Most of the employees said the manpower planning helped the employees during recession.

72
6. The level of satisfaction with the present manpower planning system in the
organization.

Particulars No.of.respondents Percentage

Entirely 14 28
Reasonably 17 34
Yes, scope for improvement 16 32
System ok, implementation 3 6
desired
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
40

35

30

25

20

15

10

0
entirely reasonably yes, scope for Category 4
improvement

Man Power Planning

INTERPRETATION:

From the above graph, 28% are entirely satisfied with the present manpower system; 34%
reasonably; 32% said there can be some improvement and 6% said implementation is desired.

INTERPRETATION:

Most of employees reasonably agreed with the level of satisfaction with the present
manpower planning system.

73
7. The top level management attitude towards manpower planning is:

Particulars No. of. Respondents Percentage

Highly positive 29 58
Highly negative 3 6
Neither positive nor 18 36
negative
Total 50 100

Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Man Power Planning

70

60

50

40

30

20

10

0
highly positive highly negative neither positive nor negative

Man Power Planning

INTERPRETATION:

From the above graph, 58% are highly positive towards the top level management attitude;
6% are highly negative and 36% are neither positive nor negative.

INTERPRETATION:

Highest number of employees said the attitude of top level management is posititve.

74
8. The organization considers the future organizational structure while determining
manpower requirements:

Particulars No.of. respondents Percentage

Yes 44 88
No 6 12
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
100
90
80
70
60
50
40
30
20
10
0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 88% said their organisation considers the future organisational
structure while determining manpower requirements and 12% don’t agree with the statement.

INTERPRETATION:

Most of the employees agreed that the organisation considers future organisation structure
while determining manpower planning.

75
9. The technological affects have direct impact on the manpower planning:

Particulars No.of. respondents Percentage

Yes 40 80
No 10 20
Total 50 100

Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
90

80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 80% agreed that the technological effects have direct impact on the
manpower planning and 20% said didn’t agree.

INTERPRETATION:

Most of the employees feel the technological changes have direct impact on manpower
planning.

76
10. Opinion whether manpower plans of organization are linked to HR Development
plans:

Particulars No.of. respondents Percentage

Yes 46 92
No 4 8
Total 50 100

Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
100
90
80
70
60
50
40
30
20
10
0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 92% agree that the manpower plans of organisation are positively
linked to HR Development plans and 8% didn’t agree with the statement.

INTERPRETATION:

Highest number of employees agreed that the manpower planning is linked to HR

Development plans.

77
11. The dimensions of manpower planning which organization takes into account:

Particulars No.of. respondents Percentage

Quantitative estimates 15 30
Qualitative estimates 35 70
Total 50 100

Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
80

70

60

50

40

30

20

10

0
quantitaive estimates qualiattaive estimates

Man Power Planning

INTERPRETATION:

From the above graph, 30% opted for the quantitative aspects of manpower planning and
70% opted for the qualitative aspects.

INTERPRETATION:

Highest number of employees went for the qualitative aspects.

78
12. The extent to which man power planning in organization is related to HR
accounting is:

Particulars No.of. respondents Percentage

Very much 25 50
Sufficient 10 20
Not much thought has been 15 30
given
Total 50 100

Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
60

50

40

30

20

10

0
very much sufficient not much thought has been given

Man Power Planning

INTERPRETATION:

From the above graph, 50% of employees very much agreed that HR Accounting is related to
manpower planning; 20% say its sufficient and 30% say not much thought has been given.

INTERPRETATION:

Most of employees agreed very much that manpower planning is related to HR accounting.

79
13. Training and development activities are useful in generating the right type of man
power for positions:

Particulars No.of. respondents Percentage

Yes 47 94
No 3 6
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
100
90
80
70
60
50
40
30
20
10
0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 94% agreed that training and development activities are useful in
generating right type of manpower for positions and 6% didn’t agree for the statement.

INTERPRETATION:

Most of employees agreed for the statement that training and development activities help in
having right type of manpower.

80
14. The recruitment policy in my organization is integrated with man power planning:

Particulars No.of. respondents Percentage

Yes 45 90
No 5 10
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
100
90
80
70
60
50
40
30
20
10
0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 90% of employees agreed that recruitment policy is integrated with
manpower planning and 10% didn’t agree for the statement.

INTERPRETATION:

Highest number of employees agreed that recruitment policy is integrated with manpower
planning.

81
15. Man power planning requires adequate financial resources:

Particulars No.of. respondents Percentage

Yes 42 84
No 8 16
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
90

80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 84% of employees agreed that manpower planning require financial
resources and 16% didn’t agree for the statement stated above.

INTERPRETATION:

Most of the employees said that manpower planning require financial resources.

82
16. Opinion whether previous manpower planning serves as basis in determining future
manpower planning;

Particulars No.of. respondents Percentage

Yes 44 84
No 6 12
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
90

80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 84% agreed that manpower planning serves as basis for determining
future manpower planning and 12% didn’t agree for the above statement.

INTERPRETATION:

Highest number of employees feels that previous manpower planning serves as basis for
determining future manpower planning.

83
17. Presence of any specific process of manpower planning in the organization:

Particulars No.of. respondents Percentage

Yes 45 90
No 5 10
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
100
90
80
70
60
50
40
30
20
10
0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 90% of employees agreed that their organisation follows certain
process of manpower planning and 10% did not agree for the statement.

INTERPRETATION:

Highest number of employees agreed that organisation follows certain process of manpower
planning.

84
18. Opinion to measure the outcome of manpower planning:

Particulars No.of. respondents Percentage

Yes 36 72
No 14 28
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 72% of employees agreed that it is possible to measure the outcome of
manpower planning and 28% didn’t agree for the statement.

INTERPRETATION:

Highest number of employees agreed that it is possible to measure the outcome.

85
19. Opinion whether laws, policies of government influence the manpower planning:

Particulars No.of. respondents Percentage

Yes 42 84
No 8 16
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
90

80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 84% of employees agreed that laws, policies of government influence
manpower planning and 16% didn’t agree for the stated statement.

INTERPRETATION:

Most of employees agreed that the laws, policies of government have influence.

86
20. Opinion whether the fluctuations in business cycle affect the planning:

Particulars No.of. respondents Percentage

Yes 41 82
No 9 18
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
90

80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 82% of employees agreed that fluctuations of business affect planning
process and 18% didn’t agree for the stated statement.

INTERPRETATION:

Highest number of employees agreed that the fluctuations of business affect manpower
planning.

87
21. The organization considers external supply & demand of competencies of manpower
planning:

Particulars No.of. respondents Percentage

Yes 37 74
No 13 26
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
80

70

60

50

40

30

20

10

0
Category 1 no

Man Power Planning

INTERPRETATION:

From the above graph, 74% of employees agreed that their organisation considers the
external supply & demand of competencies of manpower planning and 26% didn’t agree.

INTERPRETATION:

Highest number of employees agreed that the organisation considers the external supply &
demand.

88
22. Opinion on having any negative aspects with manpower planning:

Particulars No.of. respondents Percentage

Yes 19 38
No 31 62
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 38% of employees say that there are negative aspects of manpower
planning and 62% said there are no negative aspects.

INTERPRETATION:

Highest number of employees agreed there are no negative aspects.

89
23. Opinion whether organization scans the hospital environment in manpower
planning:

Particulars No.of. respondents Percentage

Yes 34 68
No 16 32
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
80

70

60

50

40

30

20

10

0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 68% of employees think their organisation scans the hospital
environment in manpower planning and 32% didn’t agree for the statement.

INTERPRETATION:

Most of employees agreed that the organisation scans the hospital environment in
determining manpower planning.

90
24. In your views there is high proportion of inexperienced young staff:

Particulars No.of. respondents Percentage

Yes 47 94
No 3 6
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
100
90
80
70
60
50
40
30
20
10
0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 94% of employees agreed that there is high proportion of
inexperienced young staff and 6% didn’t agree.

INTERPRETATION:

Highest number of employees agreed that there is an high proportion of inexperienced staff.

91
25. In your opinion gaps tackled through?

Particulars No.of. respondents Percentage

Recruitment & selection 35 70
Training & development 10 20
Retention plans 5 10
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
80

70

60

50

40

30

20

10

0
recruitment & selection training & development retention plans

Man Power Planning

INTERPRETATION:

From the above graph, 70% said that the gaps are tackled through recruitment & selection ;
20% said training and development and remaining 10% for the retention plans.

INTERPRETATION:

Highest number of employees agreed that the gaps are tackled through recruitment and
selection.

92
26. Opinion on organization’s manpower planning system aligned with requirement:

Particulars No.of. respondents Percentage

Yes 47 94
No 3 6
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
100
90
80
70
60
50
40
30
20
10
0
yes no

Man Power Planning

INTERPRETATION:

From the above graph, 94% of employees opted that the organisation’s manpower planning
system is aligned with requirement and 6% didn’t agree.

INTERPRETATION:

Highest number of employees agreed that the manpower planning is aligned with
requirement.

93
27. Factors affecting manpower planning the most:

Particulars No.of. respondents Percentage

Internal factors 40 80
External factors 10 20
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATIO

Manpower Planning
90

80

70

60

50

40

30

20

10

0
internal factors external factors

Man Power Planning

INTERPRETATION:

From the above graph, 80% of employees agreed that internal factors affect manpower
planning most and 20% agreed that external factors affect the most.

INTERPRETATION:

Highest number of employees agreed for the internal factors.

94
28. Manpower planning in organization is done at:

Particulars No.of. respondents Percentage

Corporate level 8 16
Unit level 12 24
Both the levels 30 60
Total 50 100
Source: Compiled from primary data

GRAPHICAL REPRESENTATION

Manpower Planning
70

60

50

40

30

20

10

0
corporate level unit level both the levels

Man Power Planning

INTERPRETATION:

From the above graph, 16% of employees said manpower planning is done at corporate level;
24% opted that it is done at unit level and remaining 60% opted that the planning is done at
both the levels.

INTERPRETATION:

Most of employees opted for the unit and corporate levels in the organisation.

95
 FINDINGS

 The manpower requirement is quite sufficient.

 There is effectiveness in the manpower planning process
 80% of employees agree that organisation is able to fulfil the requirement
 46% said the organisation is using trend analysis
 86% think that their job is allocated based on their skill
 58% are highly positive towards the top-level management attitude
 88% said their organisation considers the future organisational structure while
determining manpower requirements
 50% of employees very much agreed that HR Accounting is related to manpower
planning
 94% agreed that training and development activities are useful in generating right type
of manpower for positions
 84% of employees agreed that manpower planning require financial resources
 72% of employees agreed that it is possible to measure the outcome of manpower
planning
 82% of employees agreed that fluctuations of business affect planning process

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 SUGGESTIONS

 The department of maintenance and housekeeping needs manpower

 The department of security requires manpower
 20% agreed that external factors affect the most.
 70% said that the gaps are tackled through recruitment & selection
 10% did not agreed that their organisation follows certain process of manpower
planning
 26% doesn’t agreed that manpower planning helped them during recession
 6% said implementation is desired with the present manpower system
 20% didn’t agree that the technological effects have direct impact on the manpower
planning
 8% didn’t agree that the manpower plans of organisation are positively linked to HR
Development plans
 30% opted for the quantitative aspects of manpower planning
 18% say there is 40% level of accuracy achieved in its past manpower rejection

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 CONCLUSION

Manpower Planning is a vital sub-activity of employment function. In fact,

employment process begins with manpower planning but never ends with this function. It
pervades through a number of activities after this process of manpower planning. Those
activities include searching for prospective human resource, attracting them to work, finding
out their sustainability to the job and organisational requirements and finally taking steps to
absorb those human resources as organs of the company.

It is a big endeavour, with planning for all kinds of things, like quality, staff
retention, layoffs, training & development, compensation etc. that it’s hard to provide hints
and tips anything less than a book size manual. However, if we retake a view from the top
perspective there are something’s that apply to most manpower planning function and are
important in making the process effective or even to make it part of creating a competitive
advantage in the market place. Manpower planning needs to be linked to the larger business
planning. It is not an end in itself. The function is meant to support and enable the company
to attain its business goals so as that it needs to be linked to and driven by those business
goals.

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 BIBILIOGRAPHY

1. Human Resource & Personnel Management – Ashwatappa

2. Personnel Management – P.Subbarao – Himalaya Publishing House
3. http://modernmedicare.co.in
4. http://health.allrefer.com
5. http://business.gov.in/starting-business/manpower.php
6. http://finmn.nic.in/the ministry/dept. ecoaffairs annual report
7. www.ibeg.org

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 QUESTIONNAIRE
Iam R.Glory Santhi, a final year student of Aditya Degree College, Kakinada.
As a part of BBA curriculum, I need to do a dissertation work. A study is been conducted to
gain insight into the comparative MANPOWER PLANNING at your esteemed organization.
Manpower Planning is understood in a broader sense, for the purpose of this study, your kind
help and support in this direction will be much appreciated. Indeed we don’t see this study
concluding satisfactorily without your help and support.

We appreciate your findings time for this work. All responses are confidential
and will not be used for any other purpose than for research.

NAME: DEPARTMENT:
AGE:
GENDER:MALE/FEMALE
DESIGNATION:
NATURE OF ORGANISATION:SANJIVI HOSPITAL

1. Is your organization able to fulfil present requirement with the present work force?
a) Yes
b) No
2. Which objectives of your organization do you satisfy by doing manpower planning?
a) Availability of manpower at right time
b) Placing right person at right time
c) Increase productivity of organization
d) Overall development of organization
3. How do you forecast demand?
a) Trend Analysis
b) Managerial estimate
c) Delphi technique
d) Any other
4. I think my job is allocated to me according to my potential?
a) Yes
b) No
5. Did manpower planning help you during recession?
a) Yes
b) No
6. I personally feel satisfied with the present manpower planning system and practices in
my organization?
a) Entirely
b) Reasonably
c) Yes, but there is scope for improvement
d) The system is ok , but the implementation leaves much to be desired
e) The system needs a thorough review
7. I feel that top level management attitude towards manpower planning is:
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 a) Highly positive
b) Highly negative
c) Neither positive or negative
8. My organization considers the future organizational structure while determining
manpower requirements?
a) Yes
b) No
9. Does the technological affects have direct impact on the manpower planning?
a) Yes
b) No
10. I feel that manpower plans of my organization are positively linked to HR
Development plans of my organization?
a) Yes
b) No
11. The dimensions of manpower planning which my organization takes into account
include:
a) Quantitative estimates
b) Qualitative evaluations
12. The extent to which manpower planning in my organization is related to HR
Accounting is :
a) Very much
b) Sufficient
c) Not much thought has been given
13. The average level of accuracy achieved by my organization in its past manpower
rejection has been:
a) 100%
b) Up to 80%
c) Up to 60%
d) Up to 40%
14. I feel that training and development activities are useful in generating the right type of
manpower for various positions:
a) Yes
b) No
15. I feel that recruitment policy in my organization is integrated with manpower
planning?
a) Yes
b) No
16. The average time span (from the point of time a vacancy arises to the point of time the
person is actually in position) taken by my organization on selection of employees of
various levels is as follows:
a) Top level ------------------------------months
b) Middle level ------------------------------months
c) Lower level ------------------------------months
17. Does manpower planning require adequate financial resources?
a) Yes
b) No
18. Does previous manpower planning serves as basis in determining future manpower
planning?

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 a) Yes
b) No
19. Is there any specific process of manpower planning that your organization designed
specially?
a) Yes
b) No
20. Is it possible to measure the outcome of manpower planning?
a) Yes
b) No
21. Do laws, policies of government influence the manpower planning?
a) Yes
b) No
22. Do fluctuations in business cycle affect the planning?
a) Yes
b) No
23. Do you think your organization considers external supply and demand of
competencies in the manpower planning?
a) Yes
b) No
24. Are there any negative aspects with manpower planning?
a) Yes
b) No
25. Do you think your organization scans the hospital environment in manpower
planning?
a) Yes
b) No
26. In your view, there is high proportion of inexperienced young staff?
a) Yes
b) No
27. How are the gaps tackled through?
a) Recruitment and selection
b) Training and development
c) Retention plans
d) Career/ succession plans
28. My organizations manpower planning system is aligned with requirement?
a) Yes
b) No
29. What factors affect the manpower planning the most?
a) Internal factors
b) External factors
30. Manpower planning in my organization is done at?
a) Corporate level
b) Unit level
c) Both the levels

THANKING YOU…

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