Manpower Planning

Transcript

1. Manpower Planning Dr. Elijah Ezendu FIMC, FCIM, FCCM, FIIAN, FBDI, FAAFM, FSSM, MIMIS, MIAP, MITD, ACIArb, ACIPM, PhD, DocM, MBA, CWM, CBDA, CMA, MPM, PME, CSOL, CCIP, CMC, CMgr
2. “Manpower planning is the system of matching the supply of people- internally (existing employees) and externally (those to be hired or searched for)- with the openings the organisation expects to have over a given time frame.” - Lloyd Byars & Leslie Rue
3. Manpower planning enables an organisation to get hold of the right number and class of people required for operations within a defined timeframe.
4. Reasons For Manpower Planning • Projection of corporate objectives unto human resource objectives • Forestalling shortage of workers • Ensuring sufficient skill pool • Employee career development • Succession planning • Boost human capacity utilization • Development of effective attraction and retention systems • Build up highly skilled and flexible workforce • Managing short and long term requirements • Avoidance of wrong-sizing • Purposeful competitiveness in human capital
5. Trends that Influence Manpower Planning • Staff Turnover • Employee Advancement • Business Growth • New Skill Requirements • Obsolescence of Current Skills • Labour Costs • Migration Force • Locally Induced Competition • Foreign Direct Investment Surge • Social Changes • Technological Changes • National Economy • Ethical Pressure • Legal Framework • Demographic Changes • Disruptive Innovation
6. Contemporary Steps in Manpower Planning Ascertain organizational objectives Determine impact of organizational objectives on each department, section and unit Find out the KSA required to achieve stated objectives Ascertain net manpower requirements (Future manpower requirements at specific time less current manpower level) Establish resourcing action for mitigating against gap Determine type and number of human resources required to achieve stated objectives Skills inventory Predictable changes Deaths, Promotions, Resignations, Transfers, Discharges, Retirements Furlough, Attrition, Discharge Recruitment, Selection, Development
7. The Process of Human Resource Planning Business Strategic Plans Work Environment Analysis Scenario Planning Resourcing Strategy Human Resource Plans Demand/ Supply Forecasting Resourcing Productivity Operational Effectiveness Analysis Labour Turnover Analysis Flexibility Retention Work Environment Source: Michael Armstrong, A Handbook of Human Resource Management Practice
8. Components of Skills Inventory • Bio-Data • Job History • Work Experience • General Education • Professional Qualifications • Training History • Achievements • Skills • Future Assignments (Company & Personal Preferences) • Medical History • Talent Summary Pinpointing Levels of Relevance, Scarcity, Uniqueness, Risk of Absence, Contributory Performance Index and Aggregate Intellectual Value
9. Ascertaining Future Manpower Requirements • Delphi method • Scenario planning • Ratio trend analysis • Computer simulation • Labour demand and supply analysis • Work study techniques
10. Resourcing Action • Retention Support Scheme • Retraining • Learning & Development • Using Expatriate Workers • Grooming Bonded Workers • Outsourcing • Recruitment & Selection • Furlough • Attrition • Redundancy • Downsizing • Workers Exchange Alliance
11. Manpower Supply Internal labour market External labour market
12. Flexibility Plan • Contract workers • Outsourcing • Shift workers • Job sharing • Commission based workers • Overtime arrangements • Teleworking
13. Manning Template This is structured to show the required levels of manning per unit/ section/ department at various growth levels. It serves as a control measure for implementing rightsizing organisation-wide.
14. Common Problems in Manpower Planning • Lack of understanding • Top management buy-in • Trouble of techniques • Relationship with Organizational Plan • Initial effort demand • Assumption • Misinformation
15. Regular Reports from Departmental Heads • Staff Turnover Rate • Absentee Rate • Difficult-to-fill jobs • Demand for Training Programmes • Trained employees who are proficient but not positioned to use acquired skills effectively • List of outstanding employees and their aggregate abilities
16. Succession Planning Chart Position: Manager (Marketing) Incumbent: John Tunde Back up: Spencer Grace Position: Asst. Manager (marketing) Potential/ Promotability: HP PN Position: Asst. Manager (Marketing) Incumbent: Spencer Grace Potential/ Promotability: HP & PN Back up: Simeon Banjoko Position: Marketing Executive Potential/ Promotability: HP & PN Position: Asst. Manager (Marketing) Incumbent: Richard Ayinde Potential/ Promotability: MP & P3 Back up: Bumi Hanson Position: Marketing Executive Potential/ Promotability: HP & PN Position: Asst. Manager (Marketing) Incumbent: Ayeni Frank Potential/ Promotability: LP & P1 Back up: NBU Position: Potential/ Promotability:
17. Dr Elijah Ezendu is Award-Winning Business Expert & Certified Management Consultant with expertise in Interim Management, Strategy, Competitive Intelligence, Transformation, Restructuring, Turnaround Management, Business Development, Marketing, Project & Cost Management, Leadership, HR, CSR, e-Business & Software Architecture. He had functioned as Founder, Initiative for Sustainable Business Equity; Director, Archtalento; Director, Speakers Africana; Chairman of Board, Motus Health Initiative; Chairman of Board, Charisma Broadcast Film Academy; Group Chief Operating Officer, Idova Group; CEO, Rubiini (UAE); Special Advisor, Road Transport Employers Association of Nigeria; Director, MMNA Investments; Chair, Int’l Board of GCC Business Council (UAE); Senior Partner, Shevach Consulting; Chairman (Certification & Training), Coordinator (Board of Fellows), Lead Assessor & Governing Council Member, Institute of Management Consultants, Nigeria; Lead Resource, Centre for Competitive Intelligence Development; Lead Consultant/ Partner, JK Michaels; Turnaround Project Director, Consolidated Business Holdings Limited; Technical Director, Gestalt; Chief Operating Officer, Rohan Group; Executive Director (Various Roles), Fortuna, Gambia & Malta; Chief Advisor/ Partner, D & E; Vice Chairman of Board, Refined Shipping; Director of Programmes & Governing Council Member, Institute of Business Development, Nigeria; Member of TDD Committee, International Association of Software Architects, USA; Member of Strategic Planning and Implementation Committee, Chartered Institute of Personnel Management of Nigeria; Country Manager (Nigeria) & Adjunct Faculty (MBA Programme), Regent Business School, South Africa; Adjunct Faculty (MBA Programme), Ladoke Akintola University of Technology; Editor-in-Chief, Cost Management Journal; Member of National Executive Council, Institute of Internal Auditors of Nigeria; Member, Board of Directors (Several Organizations). He holds Doctoral Degree in Management, Master of Business Administration and Fellow of Professional Institutes in North America, UK & Nigeria. He is an Innovator of heralded frameworks: Among other things, Corporate Investment Structure Based on Financials and Intangibles, for all-inclusive valuation, highlighting intangible contributions of host communities and ecological environment. It’s a model celebrated internationally (including Social Innovation Side Event of 2016 United Nations Climate Change Conference COP22 in Marrakech, Morocco) as remedy for unmitigated depreciation of ecological capital and developmental deprivation of host communities. He had served as Examiner to various Professional Institutes and External Examiner to Universities. He had been a member of Guild of Soundtrack Producers of Nigeria. He's an author and extensively featured speaker.
18. Thank You