Hansa 4sem Project Report
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Executive Summary
During the past half century, the focus of development of human resources for
health (HRH) has evolved from increasing the numbers of conventional health
personnel, through efforts to improve the education of all health workers, current
attempts to increase their effectiveness and the quality of their work. Since 1976
the official policy of the World Health Organization (WHO) has been to
encourage the integration of health services with development of health
personnel. This concept, known as coordinated health and human resources
development, stipulates that planning, production, and management functionsfor HRH should be a unified process, that human resources must serve the
needs of the health system, and that the health system must serve the needs of
the people.A major goal of this work was to identify the important issues in HRH
development as well as the factors that impede progress. Developing countries
have experienced imbalances in the numbers and types of health personnel
trained as well as in their function and distribution and in the quality of their
training in relation to future responsibilities. Furthermore, insufficient attention tothe economic aspect of HRH planning has led, in some cases, to the training of
more high-level personnel (e.g., physicians) than the economy of a developed
country can support. Since the cost of training a medical auxiliary is a small
fraction of the cost of training a physician, improved HRH management and
planning could lead to more effective allocation of human and financial
resources.
Among the obstacles to HRH development in many countries are misplaced
priorities, lack of coherent policies and appropriate planning processes,
inadequate management capacity, poorly developed methodology, and lack of
essential information. Decision makers may be overwhelmed with routine health
statistics yet unaware of or unable to use results of HRH research. Thus there is
need not only for research in this area but, more importantly, to make data from
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HRH studies accessible to those responsible for HRH planning. An analytic
approach to HRH development should consider supply and requirement
projections as well as determination of proper staffing standards and mix. Use of
modeling may facilitate making HRH projections that account for interactions
among many variables. Although most of the work with modeling thus far has
been done in developed countries, notably the United States and Great
Britain,this technique has potential applicability as a planning tool in developing
countries.2 Riitta-Liisa Kolehmainen-Aitken Recommendations for future
work include increasing the visibility of HRH on national policy agendas and
developing tools to improve the productivity, efficiency, and allocation of
personnel. In particular, DDM collaboration with others active in this field would
facilitate both the development and implementation of HRH models and of a toolkit for HRH planning, training, and management. Data for Decision Making
Project
COMPANY PROFILE
Welcome to Kataria Automobiles
We are Renault, Audi/Volkswagen, Peugeot specialists, however all other makes
and models are catered for with equal expertise. We are a fully accredited
Kataria Car Service Garage and, as such, can offer our customers the very best
in terms of service, skills, technical expertise and advanced diagnostic
equipment. At Auto Workshop our principal aim is to deliver quality work at a fair
price and to the customers complete satisfaction. Kataria Automobiles offers alltypes of service and repairs as well as tyre supplies and a 24 hour recovery
service. Happy to work with any make or model of vehicle they also specialize in
Peugeots and Citroens as well as Vintage and Classic Cars.The business is
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soley owned by Barry Garlic who has an experienced team of highly skilled
mechanics.
Specialists In: 1 Braketester Upgrades & Peplace Ments 2 Rooler Recoating 3
Workshop Equipment Sales 4 Work Equipment Services & Prpair
Auto Workshop was established in 1998 and in 2009 became an authorized
Kataria Automoblies. This partnership has further enhanced our professionalism
and the quality of service we are able to offer our customers.
As a member of the Kataria Automoblies national network of independent
garages we:
1 Are small enough to offer personal service
2 Are fully equipped to service and repair todays technologically advanced
vehicles
3 Only use quality OE parts or parts of equivalent standard
4Invest in the latest diagnostic equipment
5 Have skilled, trained technicians
6 Represent real value for money.
Customer Care
Kataria Automoiles (kam) has successfully secured approval for its consumercode of practice under the OFTs Consumer Codes Approval Scheme.
Auto Workshop adheres to this Code of Practice and our aim at all times is to:
* Provide our customers with a professional, efficient and friendly service
* Provide knowledgeable, sound advice on technical and mechanical problems
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* Endeavour at all times to provide the highest standards of workmanship
* Provide our customers with value for money
We also take part in a mandatory programme of quality and performance checks
as well as an annual audit to ensure our standards are maintained at all times.
Why Kataria Automoblies ?
KAtaria Automoblies is the largest independent manufacturer of automotive
components and vehicle systems in the world and over 90% of todays modern
vehicles are fitted with KAtaria Automoblies products or technology. KAtaria
Automoblies is at the leading edge of engine development and is therefore able
to provide its member garages with the support and expertise needed to serviceand repair the modern, technologically advanced motor vehicle.
Maintenance
Before starting your vehicle, just briefly walk around to visually check-
Tyre pressure and condition
1 Any Oil Leaks
2 Any Coolant leaks
3 Wiper Blade condition
4 Body Scratches deep enough to cause rust
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5 Rear View Mirror condition
6 Top Wash
7 Remove any leaves, dirt etc.
While doing the inspection-
1 Do not Touch or Open Radiator Cap when Engine is Hot.
2 Do not fit non-genuine accessories that may affect performance.
3 Do not use Non Genuine Spares. Use only Marutis Genuine Parts.
4 Do not park in sun for too long. Park under shade.
5 Start vehicle periodically if parked /unuseServicesd for long.
Auto Workshop specialises in Renaults, Audi/Volkswagens and Peugeots, but we
work on all makes of cars with equal expertise. Customers can be confident that
their vehicles are in good hands because:
1 Our mechanics are highly trained technicians
2 We use the latest Kataria equipment and technology in servicing cars3 We only use genuine parts or parts equivalent in quality to the original
equipment
4 We service each vehicle to the highest level of manufacturers specification
5 No work is undertaken without the customers authorisation and all our work
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and parts are guaranteed.
6 We are covered by the OFT Consumer Codes Approval Scheme
7 When you have your car serviced at a Kataria Automoblies, your
manufacturers warranty remains unaffected.
Skilled and experienced technicians
Our team of skilled technicians have a combined experience of over 14 years in
mechanical and technical expertise. They also take part in the Kataria Training
Courses where they are trained on the latest technologies, using the most up-to-
date diagnostic equipment to ensure their skills are maintained and updated on a
regular basis.
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Mot Testing
The Vehicle and Operator Services Agency (VOSA) regulate the MOT
programme, which ensures that all vehicles over three years old meet minimum
road safety and environmental standards.
Important information:
1 All India cars 3 years old or more require a valid Kataria certificate by law.
2 Road Tax cannot be renewed without a current Kataria
3 Vehicles may be submitted for an Kataria up to 28 days before the test is due.
4 Katarias take approximately 1 hour to complete
5 If your vehicle fails, we will notify you of all necessary repairs, together with the
cost to correct them.
We can carry out Kataria Tests on both petrol and diesel cars and are happy to
provide advice on the MOT testing criteria and/or discuss any issues that arise
from the results of the MOT Test.
Working Time
The last Kataria of the day is at Monday - Saturday and Sunday Off\
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Buying Tips
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I wanted to put in as much information as possible to educate my readers. I have
received feedback from people telling me that they dont have time to read all of the
pages so I have created this slimmed down version of the information. In order to
get the best deal on a new car, you need to understand that the dealer is playing
with a stacked deck. As we show in the introductory chapter of our complete article,
you are basically involved in a shell game. By following the steps on this page, you
will be able to take away the dealers house advantage and get the best possible
deal on your new car.Determining a fair price
Before you do anything else, you need to determine what a realistic, fair price is to
pay for the vehicle that you want.In order to figure out the fair price, you will need the
invoice pricing for the vehicle. There are two places to get invoice pricing.
FightingChance sells a package (for $35) that includes the invoice pricing data as
well as other valuable information like current dealer inventories and deals that
others have gotten.Although they charge you $35.00, the money you spend can end
up saving you 1000s.Using competition to your advantage
After figuring out the fair price, the next thing you should do is fill out a free quote
request from all of these web site. sIt only takes a few minutes to fill out each form
and using all the sites, will guarantee that you will have the maximum number of
dealers to negotiate with. The more dealers that you work with, the higher the
likelihood that one will sell it to you at the lowest possible price.Getting your financing in order
Most people are not aware that shopping around for financing is another way thatyou can save money. Lets just end one of the biggest myths of car shopping right
here. The dealership is not the only place where you can get new car financing.Figure out your trade-in value
It will be up to you to decide which way to go. Trading in will be simpler and easier
but you will get a higher amount for your used car by selling it privately. You will also
need to consider the savings on sales tax that you will receive by trading in your
used car. The trade-in value of your used car will reduce the taxable amount of your
new car purchase by the value of your used car trade-in. You can play with thenumbers on the offer spreadsheet to help you decide what to do.
Negotiating your new car purchaseNow that youve determined a fair price, figured out expected trade-in value, and
received new car finance rates, its time for the negotiations to begin.By this time,
the forms you filled out at InvoiceDealers, Yahoo!Autos, Autos.com, Edmunds.com,
Cars.com, MyRide.com and CarsDirect should have yielded many dealer contacts.
The key to getting an accurate picture of the dealers offer is to request that they
give you the out-the-door cash price excluding rebates, incentives or trade-ins. Theprice should include all dealer added fees. At the beginning, dont let them use your
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Home > Maintenance Tips
Maintenance Tips
Maintenance Tips
Take care of Engine
The Heart of A Vehicle Ask your auto mechanic to thoroughly check the engine
every time you take your car for servicing.
Check Engine Coolant
Proper temperature of cars engine is important, hence you should check you
engine coolant for right level. If the engine coolant is low, it results in overheating
of auto engine.
Check for Smooth Functioning of Timing Belt
If it doesnt then, just replace it to avoid an serious engine damage that can be
heavy for your pocket.
Calibration of the Engine Oil
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Regular checking and calibration of engine oil ensures engine breakdown.
Smooth performance of the automobile engine helps to increase the lifeline of
your vehicle.
Clean the Radiator
Radiator debris should be cleaned with a soft brush. Whereas detergent solution
can be carefully used to clean the exterior of radiator.
Never Spray Water On Hot Engine
his might lead to uninvited troubles and may damage your cars engine.
Hydraulic Reservoir Should Also Be At An Optimum Level
Keep the hydraulic reservoir at optimum level with the fluid type.
Avoid Idling
You will surely boost up the lifeline of your dear vehicle, if you do this. Avoid
keeping your car idle for longer period as during this process, the oil is not
distributed to different parts of the engine.
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Contact Us
Contact Person:
First Name = Suraj
Last Name = Kataria
Address:
Kataria Automobiles Pvt Ltd.
122, Narayanpuri
Sirsi Road , Jaipur 302001 (Raj)
Phone No:91-9414468024
INTRODUCTION
Manpower Planning
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Personnel management is productive exploitation of manpower resources.
This is also termed as Manpower Management. Manpower
Management is choosing the proper type of people as and when
required. It also takes into account the upgrading in existing people.
Manpower Management starts with manpower planning. Every
manager in an organization is a personnel man, dealing with
people. Introduction:
Human resource planning means deciding the number and type of the human
resource required for each job, unit and the total company for a particular future
date in order to carry-out organizational activities. Personnel management is
productive exploitation of manpower resources. This is also termed as
Manpower Management. Manpower Management is choosing the proper typeof people as and when required. It also takes into account the upgrading in
existing people. Manpower Management starts with manpower planning.
Human resources may be broadly defined as the sum total of all the skills and
capabilities both inherent and acquired - of an organizations entire
workforce. Human Resources Management (HRM), for it to be effective, must
appropriately deal with the aptitude, attitude, talent and skills of each individual
employee within the organization.
The objective of Human Resource Management must be to evolve a suitable
process whereby employees perform optimally and the goals of each individual
employee as well as the organization are met. This can be further understood by
taking a closer look at the scope of Human Resource Management
Definition and importance of manpower Planning:
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Planning is nothing but using the available assets for the effective
implementation of the production plans. After the preparing the plans, people are
grouped together to achieve organizational objectives.
Planning is concerned with coordinating, motivating and controlling of the various
activities within the organization. Time required for acquiring the material, capital
and machinery should be taken into account. Manager has to reasonably predict
future events and plan out the production. The basic purpose of the management
is to increase the production, so that the profit margin can be increased. Manager
has to guess the future business and to take timely and correct decisions in
respect of company objectives, policies and cost performances.
The plans need to be supported by all the members of the organization. Planning
is making a decision in advance what is to be done. It is the willpower of course
of action to achieve the desired results. It is a kind of future picture where events
are sketched. It can be defined as a mental process requiring the use of
intellectual faculty, imagination, foresight and sound judgment.
It involves problem solving and decision making. Management has to prepare for
short term strategy and measure the achievements, while the long term plans are
prepared to develop the better and new products, services, expansion to keep
the interest of the owners.
DEFINITIONS
Planning is nothing but using the available assets for the effective
implementation of the production plans. After the preparing the plans, people are
grouped together to achieve organizational objectives.
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Planning is concerned with coordinating, motivating and controlling of the various
activities within the organization. Time required for acquiring the material, capital
and machinery should be taken into account. Manager has to reasonably predict
future events and plan out the production
manpowerplanningdefinition : manpowerplanning n a procedure used in
organizations to balance future requirements for all levels of employee with th
manpowerplanning - definition ofmanpowerplanning from
BusinessDictionary.com: Estimating or projecting the number of personnel withdifferent skills
What Is Manpower Planning?
It can be used to determine how many workers are needed at any given time on
a particular project, on all projects combined, or to determine the labor cost for an
operation, project or projects
. What is Workforce Planning?
In its simplest terms workforce planning is getting "the right number of people
with the right skills, experiences, and competencies in the right jobs at the right
time."
SCOPE OF MANPOWER PLANNING
I. Scope of work
The expert/agency would be required to carry out the activities indicated below: -
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(i) To study the existing staff strength, applicable administrative rules, vis--vis
the existing Recruitment Rules(RR) of IIFM, its anomalies or shortcomings taking
in to consideration, the broad guidelines/recommendations of VIth Central Pay
Commission as accepted by the Government of India, and to propose a modified
RR, which is free from anomalies, ensure equal and uniform carrier opportunities
to maximum employees/positions.
(ii) The proposal should contain proper monitoring, evaluation and rewarding
system in order to inculcate motivated, committed competitive working
environment within the Institute.
(iii) The proposal must be commensurate with the aims, objectives and activities
of the Institute as envisaged in the Perspective Plan 2006-16 and must reflect the
future manpower requirement.(iv) The proposal should take into account the latest HR trends/tools for
motivation for improved organizational environment and in tune with the
emerging IT and e-governance applications in official working environment.
(v) The proposal should be transparent to encourage fairer working environment,
healthy competition and result oriented career opportunities and suggested
measures should be able to remove all anomalies in the existing RRs.
(vi) The farming of recruitment rules should be based on the existing
HRPlan/Rules prevalent in IIFM and in similar academic Institutions having GOI
pay scales for non-academic categories of employees.
(vii)The approved Expert/Agency will be required to make three stage
presentations during the course of preparation of draft manpower plan / report.
Stage I : After feedback form the existing staff, study of existing Recruitment
Rules and proposed an HR module for consideration for the propose of H R
plan.Stage - II : Preparation of draft proposal as per the selected HR module at
stage Iwith a detailed report of the existing Recruitment Rules, proposed
Recruitment Rules with advantages envisaged with each position / identified
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group of employees along with the procedure from monitoring, evaluation and
rewarding. Stage III: Final report including the suggested and finalized
modification in preparation of Final HR Plan / Report including suggested
modification at stage I & II, above.
(vii) Suggest appropriate organizational structure including the reporting system.
The design of organizational structure should be framed based on the best
suitable practices as applicable in Government Undertakings / Autonomous
Organizations.
(viii) Framing of Rules, Regulations and preparation of Manual of procedures for
day-to-day functioning / activities of the Institute, keeping in mind the IT
enabled processes and modern Office environment.
(ix) Develop a system aiming at institutional excellence, Service delivery
standards and Mission statement with regard to effective manpower utilization
/ development.
(x) Develop a Strategic Action Plan for achievement of objectives of IIFM through
motivation of its employees.
(xi) Draw an HRD action plan for implementation by the authority indicating
structure, position description of responsibilities, competency criteria (Job Details
and Job Description) and pay scales/ compensation position wise skill
requirements, responsibilities output and overall accountability.
(xii) Identification of projected staff requirement as per the need based on
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Plan of IIFM 2006-2016. Suggest procedure for meeting the occasional and
additional man power requirement with clear terms and conditions for contractual
employment / vacancies.
(xiii) Suggest mechanism for pooling, manpower, facilities and resources under
various related activities and redeployment plan, if need be.
(xiv) The proposed Rules and Regulations in the HR Plan / Byelaws should be in
consonance with GOI guidelines and keeping in view the best practices followed
in other reputed government bodies / organizations. Devising suitable
mechanism for interface with existing employees for feed back during drafting of
Rules and Regulations along with ensuring inclusion of considered opinion, whiledrafting Rules and Regulations.(xv) Suggesting mechanism / procedure for
delegation of authority appropriately at different level / positions as envisaged in
HR Plan.
II Implementation Plan :
The details, as mentioned in scope of work, are indicative only. Any other
item/matternot specifically indicated above, may be specified by Rules and
Regulations or in respectof which a provision is to be made by Rules and
Regulations, shall be deemed to havebeen incorporated with in the scope of the
assigned study. The scope of work includescollection of all preparatory
documents required for initiating preparation of the Rules.Omission of specific
reference to any of the activities in the scope of work shall notrelieve the
expert/agency of its responsibility to provide a consultancy service, as complete
package, for structuring and operationalising the Plan.
III Schedule for completion of the assignment
The assignment is required to be completed within two months from the date of
award of work. Selected Expert/Agency is expected to prepare a plan with clear
strategy/procedure for structuring and operationalization of RR, in consideration
with long term perspective (30-40 years) , well beyond the Perspective Plan
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(2006-2016) period to ensure maintain continuity and consistency in H R Plan
implementation in IIFM.
IV Deliverables The consulting expert/agency is required to prepare and
deliver the H R Plan document as per the scope of work and should clearly state
the assumptions made indicating the sources of data. Progress report of work as
per aforesaid stages followed with presentation (mentioned above) be made
during the preparation of Byelaws /Recruitment Rules. Detailed final Plan for the
complete assignment should be finalized in consultation with designated
authority / officials of IIFM by 7th week from the date of award of work. Final
report will be submitted at the end of 2 months period as mentioned above.
It may be difficult to write succinctly about the scope of Human Resource
Management as it is rather wide and far-reaching. However, for purposes of
convenience, the scope of HRM can be divided into three different segments:
Personnel This pertains to recruitment, training, man-power planning, posting,
performance appraisal, sustaining employee morale, transfers, promotion,disbursement of wages, retirement benefits etc.
Welfare This relates to providing proper work conditions, leave, medical
facilities, canteen, rest rooms, workmen safety, social security, transport, etc.
Industrial relations This is a highly responsible and sensitive area and includes
interacting with the unions, addressing grievances, disciplinary proceedings,
dispute settlement, compliance with statutory requirements etc.
MANPOWER PLANNING SYSTEMOBJECTIVES
Assessing skill requirement in future.
Determining training & development needsof the organisation.
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Anticipating surplus or shortage of staff &avoiding unnecessary detention or
dismissal.
Controlling wages & salary casts.
OBJECTIVES OF HUMAN
RESOURCE PLANNING
Ensuring optimum use of human resource in the organization.
Helping the organization to cope with the technological development &
modernization.
Ensuring higher labour productivity.
Ensuring career planning of every employee of the organization & making
succession programmers.
(a) To recruit and retain the human resource of required quality and quantity
(b) To foresee the employee turnover and make the arrangements for
minimizing turnover and filling up of consequent vacancies
(c) To meet the needs of the programmes of expansion, diversification(d) To foresee the impact of technology on work, existing employees and future
human resource requirements
(e) To improve the standards, skills, knowledge, ability, discipline etc.,
(f) To minimize imbalances caused due to non-availability of human resources
of the right kind, right number in right time and right place,
(g) To make best use of its human resources and
(h) To estimate the cost of human resources
IMPORTANCE
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There is no denying the fact that the continual positive development of a
business is owing to its effective planning. Making preparations and
arrangements on the basis of what is expected to happen and performing
tasks in an organized and capable way is one of the important roles of
management in that it involves effective planning process. It is through the
process of planning as well as designing the organizational structure by
assigning an assortment of responsibilities to the employees that business
organizations may accomplish their set objectives. The concept that the
right person should be employed at the right place and at the right time is
vitally important to a business as it includes a wide and comprehensive
range of activities in relation to the management of man while it entails
man power planning, at the same time, being focused on the effectiveutilization of existing human element as well as fulfilling future needs of
manpower in the organizations whenever the situations necessitate. Man
power planning is the process of determining manpower requirements
and the means for meeting those requirements in order to carry out the
integrated plan of the organization. Man power planning is indispensable
for an organization to perform the activities efficiently as well as in a way
that produces desired results. It should be apparent that the organizational development as well as the
success of the business is on account of highly competent people that a
business organization keeps. Man power planning is one of the key
functions of human resource management that manages to maintain the
good will of a business while giving duly importance to the M (for Men or
human element) than that no other M (Machine, Material or Money) is
more valuable. It endeavors to the organizational development in totality
as well as the success of the business respecting the skills of the
employees, their knowledge, experience and talents. It is concerned with
effective recruitment and selection process in order that the skilled
workers may be made available each and every time that a business
requires. Manpower planning is of great significance for various reasons
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inventory. It encompasses detailed information about each employee. It is
through this activity that the overall value of an employee to the
organization is determined while it involves analyzing the factors such as,
which type of workers need to be hired; whether the remuneration is as
good as or slightly better or lesser than others. Adding emphasis on
sustaining the skilled workers, man power audit also analyses the factors
that interest the employees to leave the current jobs and move elsewhere
in order that the necessary measures may be taken leading to the
maximum utilization of human resources.
Manpower planning is vital to be in employees best interests as well as
organizations. In addition to undertake proper recruitment methods whileimplementing appropriate selection procedures for the right candidates
and preserving the talents of the employees, it focuses on the requirement
and the arrangement of training and development programs for the
employees who need so as to equip them with their jobs requisites and
activities. It is focused on the promotion procedures for those who are
skilled and can take challenge of doing more advanced tasks than that are
being performed currently. It is by means of manpower planning process
that the inefficiencies of the employees are observed that necessary
training may be provided, while it maintains morale of the employees. The
process of manpower planning produces such results that improve
productivity; the employees may become more efficient and their
performance may be more effective. In this way, they can contribute
greatly to the total organizational development and the success of a
business that depends upon quantity and quality of human resources.
Human resource planning is a process that identifies expectations andstructure for manpower in a business. It could also be viewed as a
strategic operational process that is used to address various issues such
as long lags in filling positions within an organization, demographic shifts
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or changes in the economy. The actions and activities that are formulated
in human resources planning impact the success of business operations.
Forecasting is a way to identify the personnel necessary to perform
thejob duties of business today while seeking what the needs of business
will be in the future. Often times this includes reviewing the skill sets,
abilities as well as the experience needed to successfully perform on the
job Forecasting towards the future predicts retirement trends that could
occur,which increases the chances of having a supply of candidates that
are able to fill these positions. Strategically, forecasting can eliminate the
loss of money from possibly vacated positions or the inability to fill
positions.
Accountability of Inventory Understanding the vision of an organization
is an avenue which is useful in outlining the requirements from a human
resources perspective. Knowing the people that currently work in an
organization is part of planning and looking at all aspects of the situation
to make the most resourceful plan that can be executed in an efficient
manner. Inventory looks at individuals and skill sets that are present in theorganization. The revelations made during inventory can be used to
compare current human resource requirements with future requirements
that could be influenced by economic factors. (See Reference 2)
Job analysis As times change and job responsibilities change in an effort
to respond to the challenges in an organization, it becomes strategic to
reviewjobs in detail. With job analysis, a methodology is used to collect
information about a job which includes job descriptions, specifications or
an overview of what is expected of the person that holds the position. Job
analysis is a tool that develops people within the organization, which
affects the bottom line of business -- effective manpower.
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Auditing looks at the past, present and future of business actions.
Strategies that develop in a human resource plan review labor turnover,
age, training costs, employee absences or any information that is related
to human resources to predict what could possibly happen when certain
elements are factored into the equation. This examination of data is a
resource of information that patches together a plan of action of what
works well in the organization and what may not.
MANPOWERSYSTEM
Once the corporate objectives , strategies and plans are outlined, the directionsare filtered down to the business units and departments, involving all levels of
management in the organizational planning process. The business units
management and departments management work closely with the HR
management to determine the people requirements to achieve their objectives.
Manpower planning has five essential elements:
Analyzing the current manpower resource
Reviewing employee utilization
Forecasting the demand for employees
Forecasting supply
Developing a manpower plan
While these can be seen as sequential steps, in practice thinking about
manpower can begin with almost any of these. This is what makes manpower
planning a dynamic process. For instance, a manufacturing function might want
to introduce new machinery that will do a job to a better standard and more
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quickly. To justify the expenditure, the manufacturing manager will be expected
to show a saving on labour, which may translate into fewer people. In another
case, a downturn in business may provoke an urgent drive to reduce overheads
and cuts in office staff. The point is that manpower decisions have been triggered
outside the HRM function, and most certainly outside the hands of anyone who
carries the title of manpower planner.The other point that the two examples
highlight is that planning can have a short, medium-, and long-term aspect. The
long term is necessary to provide a framework for managing broad trends.
Long-term planning should be done regularly and systematically, and plans kept
under review. The short to medium term, however, is what matters to most
managers.
Benefits of Manpower Planning
Manpower planning allows an organization to not only determinethe number of people it needs but also the required skills. It therefore
points out the workforce that needs to be recruited and the sources for
the same. If this exercise is properly done then it aids in ensuring that
recruitment does not become a haphazard activity. Over staffing and
under staffing can cost a lot to the company and a properly conducted
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manpower planning exercise can help an organization to avoid the
same.
Effective manpower planning helps the organization to identify and
use the right person for the right job. This can help in controlling andreducing attrition in the long run and improve the processes as well.
Manpower planning goes hand in hand with the strategic business
plan of the organization. As such a properly conducted manpower
planning exercise will ensure that needs of the customers are met with
consistency since this activity is conducted keeping in mind the
production needs of the organization.
Competency of the workforce will improve with manpowerplanning since the skill requirements are charted out properly.
Growth of the workforce will also occur as a result of this exercise
since training and development is used extensively and manpower
planning also aids in having a well thought out process for career
development and succession planning.
MANPOWER IS THE BACKBONE OF THE BUSINESS
Manpower is the backbone of a business enterprise and for an
organization to be truly successful the human relations department needs
to work in tandem with the other core business functions like operations,
marketing and sales. For optimum results in business, manpower planning
is extremely important since only the right mix of employees with the
correct skill sets can deliver the goods for the company. Therefore
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manpower planning is an exercise that allows the organization to identify
the right kind of people needed for a particular job and these people are
then brought on board.
Staffing for the organization is done keeping in mind the present and
future plans of the organization. Achieving an optimum employee mix is
inordinately crucial to really capitalize on economies of scale and also to
achieve competitive efficiency in the business. Manpower planning
therefore is done to basically chart out the manpower requirements of the
organization keeping in mind its short term and long term production
needs. It has a cascading effect on not only the cost but also crucial
aspects such as succession planning, organizational stability and growth.
To effectively conduct a manpower planning exercise the present and
future requirements and needs of the organization need to be taken into
consideration. These are then compared with present manpower figures
and predicted future resources. Appropriate steps are then taken to bridge
the gap and achieve an optimum manpower figure. For e.g.: Based on
future needs an organization may either hire or reduce its manpower
strength or it may need employees to be trained in different skill sets.
Different companies conduct manpower planning exercise for differentperiods ranging from a quarter to ten year plans.
The future staffing needs are ordinarily determined taking into
consideration certain factors such as:
Future production and sales figures (forecast)
Any perceived changes in the technology
Changes in productivity, efficiency of labor after training and
development activities
Changes in legislation and government policies
Changes in employment policies
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Steps in Manpower Planning:
Organizations usually profile the current workforce taking several
factors into consideration such are number, age, gender, skill sets,
experience etc.
In quantitative terms manpower planning starts off with
determining the number of people needed in the company. This is done
considering aspects such as budgets, time study etc. Qualitative aspect
of manpower planning includes analyzing the present skills required by
the workforce and this is done through job descriptions, job analysis etc.
Future needs are chalked out in terms of the number of people and
skills needed.
Training needs of present workforce are determined and
promotion and succession plans are chalked out for the employees.
Changes in terms of predicted attrition and retirements are
considered and sources of manpower are identified
Human resources planning in the broadest sense includes both strategic and
operational human resource planning as a continuous process rather than an
activity limited to a fixed segment of the business planning process.
Often HRP is considered to be a human resources program rather than a
necessary business activity. Operationally driven managers often forget the real
purpose of planning. By definition, the strategically driven human resource
function will be devoted to finding ways to help the organization gain important
advantages over its competitors.2 Those advantages are often described in
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terms of the capacity that a business has with which to pursue its objectives.
The capacity of an organization to achieve its strategic objectives is influenced
by human resources in three fundamental ways: cost economics; capacity to
operate effectively; capacity to undertake new enterprises and change
operations.3
This discussion is divided into sections covering planning, workforce planning,
management resources planning and a summary.
PLANNING A BUSINESS STRATEGY
There are numerous considerations that the human resources professionals
must take into account. For instance: Inconsistencies between culture and
strategy can severely impair the successful pursuit of a given course of action.4
Often the political aspects of producing a viable plan are insurmountable
obstacles to overcome; as are other primary factors such as the process itself or
the plan measurements. Only the most seasoned corporate politician often has
enough sensitivity and negotiating skill to achieve the pre-planning buy-in of the
critical powers.
The concept of planning boiled down is that in order to determine the direction for
human resource plans you must have a series of questions that your
organization needs to answer in order to predict and perhaps control some of the
major change areas for the future. This means that you begin by asking the right
questions the questions which, if asked regularly and systematically, will force
you to produce answers of maximum value in shaping your future human
resources.5
It is also important to look at the planning activity from an activity standpoint.
From an operational view human resources planning is the analysis of human
resource requirements of organizations and the related needs for managementpolicies, programs and resources to satisfy these requirements. As is shown by
Figure A, human resources planning is critically interdependent with all aspects
of the business. A human resource strategy is a critical component of the firms
corporate and business strategies, comprising a set of well-coordinated
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objectives and action programs aimed at securing a long-term, sustainable
advantage over the firms competitors. A human resource strategy should be
consistent with the firms corporate and business strategies, as well as with the
other managerial functional strategies.6
The primary objective of people responsible for doing human resources planning
is to acquire, develop and implement the technology, tools, expertise and
resources necessary to effectively do Human Resource Planning and
Development as an integral part of the business planning processes. It must not
be done in a vacuum. Human resource
strategies should be developed within a companys strategic business planning
process.7 The strategy that is often the basis for the planning process is to build
networks of internal human resources professionals and external humanresources professionals that will promote the sharing of information, technology
and tools to be applied to the Human Resource Planning and Development
activities; Collect, evaluate and implement tools, processes and resources;
integrate tools and resources into a consistent strategy which uses existing
resources whenever possible. Again and again it is important to make sure that
the process is a legitimate piece of the company plan. Human resource strategic
planning takes place within the overall corporate / total organization strategic
planning model.8 They will consult with and to human resource managers and
line management to achieve a high utilization of tools and resources to achieve
functional goals. Those goals include creating and implementing a workforce
inventory and forecasting tool customized for Line Organizations; and creating
and consulting on custom management planning tools and strategies for line
Organizations. The model shows the relationship of internal factors and external
factors as they relate to the human resources issues. They are factors that not
only create; but also shape and change the issues. The business plan usually
establishes the basic environment within which other variables impact in order to
determine those issues. Out of those issues grow the human resources
strategies and plans that are most often developed and implemented by and with
the assistance of the human resources department.
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LONG-TERM PLANNING for SHORT-TERM SUCCESS
Often, however, operating pressures move all of the planning from a longer-term
focus to a short-term one. That normally tends to create an environment within
which the plan cannot be fully successful. Over-reliance on short-term planningcan be quite costly. Ample lead time is required to recruit or develop talented
personnel, and reaction management that responds to short term events or
needs will usually limit the choices of options or endanger longer-range economic
plans.9
As most planning models would indicate, the planning processes need to be
circular and connected dynamically. The link between human resource planning
and business strategic planning is vital if personnel programs and systems are to
be attuned to the changing needs of an organization.10
The relationship between short and long-term planning goals and activities are
shown in Figure B. This is a dynamic model. If you consider each of the four
boxes as analogous to the legs of a four-legged stool, you can see the impact of
removing one leg of the process. The impact of not doing long-term human
resources planning is to cause the overall business plan to be limited to current
human resources in trying to accomplish the plan. To achieve most long-term
business plans requires some change in human resources from current state to
the necessary state. The business goals achieved are often less that those
possible with successfully implemented human resource pla
WORKFORCE PLANNING
In exploring the strategic human resource issues, a basic step is to determine if
the organization has the ability to execute its strategies.11
Workforce inventory and planning is an integral part of human resources
planning. It is where the greatest amount of energy is usually spent because it is
the most quantitative part of the planning activity. People who view workforce
planning as being the total work of HRP define human resources planning as
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planning for the corporation so as to have the right numbers of people at the
right time, at the right place and with the right skill.12
Necessary to any business success are strategies, components, and tool
development. Workforce planning strategies that are necessary to success are:
to become a part of the business and operations planning teams; and to
automate the collection, processing and analysis of quantitative data. It is
apparent that any attempt at having the line management do useful and credible
workforce planning is dependent upon that availability and use of automated
capabilities that remove the numbers crunching aspect of the exercise and
allow the manager to concentrate on the qualitative and forecasting part of the
plan. The two essential building blocks for human resource planning are: a
comprehensive human resource information system; and a basic business plan.Note that every aspect of the model is interdependent with every other aspect.
The workforce planning components that make up the plan include a workforce
forecast / business plan, current workforce inventory and adjustments, and
workforce change needs. The forecast / business plan is a listing of all labor
required to meet business plans. It is usually forecasted by fiscal year quarter
and by job classification (long-term goals should be to do forecasts by skill needs
instead of job classifications). The current workforce inventory and adjustments
component is a listing of all employees by labor category, job classification
anfiscal year quarter. Anticipated changes in the population and workforce due to
attrition, college hiring, promotions, job
The workforce change needs component is the part of the workforce plan thatstates the differences between employee workforce projections and plannedbusiness workforce needs by group, job classification, fiscal year quarter, etc.Human resource forecasting involves making projections of both the
organizations personnel needs and the available supply of qualified and skilledpeople. To the extent that these projections of demand and supply are not fully
compatible, detailed strategies will need to be developed to fill whatever gaps
may exist.14
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A workforce planning tools development program is usually necessary even in
the most experienced organizations. It often includes steps such as:
1. Develop a capability for computer based personnel database manipulation and
analysis
2. Determine inventory reporting data and format needs of organizations
3. Construct one set of reporting formats for workforce inventory and planning
4. Introduce and modify workforce-planning tools to the line organizations and
consult to organizations on technology, process, tools and quality.
The more different technical skills there are involved in the design, manufacture,
marketing, and sales of a product, the more vulnerable the organization will be to
the critical process, and the higher the interdependence among the variousspecialists. The higher the interdependence, the greater the need for effective
integration of all the specialties because the entire process is only as strong as
its weakest link.15
As can be seen in the model and suggested process in Figure C the process is
continual and circular. Almost every aspect of workforce analysis and planning is
subject to the change made in any other aspect. The interdependence of all parts
of the process is important; but the external variables are just as important.
Consider, for instance, the impact of something as unpredictable and simple as a
flu epidemic on a workforce plan. The plan will need to change to reflect
increased absenteeism, etc. The driving business plan will probably change
PROCESS OF HUMAN RSOURCE PLANING
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1. Objectivesof Manpower Planning:- The persons concerned
with manpower planning must be clear about goals of manpower planning
because once the wrong forecast of future requirement of human
resources are made, it may not be possible to rectify the errors in short-
run
.
2. Current Manpower Inventory:- Assessment of demand for operating
personnel presents less problems of uncertainty &
current manpower supply can be adjusted accordingly. But for supervisory
and managerial levels projection is complex problem because required
talents are not available at a short notice. This will also help in
drawing recruitment & development plans to meet the needsof certain skills future.
3. Demand Forecasting: - A proper forecast of manpower required in future
say, after one year, two years & so on must be attempted. The factors
relevant for manpower forecasting are as follows.
(i) Employment Trends:- Manpower planning committee showexamine number of employees on pay roll during past 5 year to
knew trend within each group to determine whether particular
group has been stable or unstable.
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(ii) Replacement Needs:- arises due to death, retirement,
resignation & termination of employees. It may relate to
supervisory, skilled, clarical groups and must be anticipated in
advance.
(iii) Productivity:- Gain in productivity will also influence requirements
of manpower. Planning for productivity has several aspects. The first
aspect relates to effective utilisation of manpower. The second aspect
relates to installation of more productive tools, equipments. The last
aspect relates to matching of skills with requirements of jobs.
(iv) Growth & Expansion:- A good organisation always tries to adopt
itself to change in method & techniques of Production.
Therefore Manpower planner should take all these factors into account
while studying impact of various business expansion plans
onmanpower requirements.
(v) Absenteeism:- Means a situation when a person fails to come forwork when he is scheduled to work. Due to absenteeism work get
upset leading to overtime work which in turn leads to increased cost of
production. The management should go into cause of absenteeism &
attempt to reduce absenteeism as far as possible.
(vi) Work Study :- Can be used when it is possible to apply work
measurement to know how long operations should take & amount of
labour required. This is also known as workload analysis.
4. Job Requirements:- Job analysis is the qualitative aspect
of manpower requirements since it determines what is the quantum of
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work which an average person can do on a job in a day. It facilitates
division of work in to different jobs.
5. Employment Plans:- This phase deals with planning how organization
can obtain required number of right type of personnel as reflected by
personnel forecasts.
6. Training & Development Programme:- Training is essential not only for
new employees but also for old employees for improving their
performance. Similarly executive development programmes have to be
devised for development of managerial personnel. The talent of
employees are not fully productive without a systematic programme of
training & development.
7. Appraisal of Manpower Planning:- After training programmes have beenimplemented, an appraisal must be made of effectiveness
of manpower planning. Deficiencies in programmes should be pointed out
& catalogue of manpower inventory should be updated periodically.
Connective actions should also be taken whenever it is necessary to
remove deficiencies in manpower planning.
Challenges of Manpower Development
Manpower development is the core element of a business that helps to
shape and lead the future of any organization through the use of its
people. Successful manpower development could result in high production
and long-term future growth for business. However overcoming thesechallenges means understanding the vision of the business and how to
best forecast future events in manpower planning. Planning helps
management with the right number and the right kind of people at the right
place in business.
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Hiring the "Right Fit"
The approach to developing manpower should include hiring a person who not only
has the acquired skills necessary to perform thejob but also is a good fit for the
organization. Organizational fits are very challenging because the individual not only
has to be qualified but they must be able to adapt and adopt the culture of the
organization. Accepting organizational culture is critical, because it is often a
determining factor in an employee remaining with the organization. Maintaining
effective manpower is equally as important to recruiting right person for the job.
Employee Turnover Plan of Action
Employee turnover happens for various reasons and is inevitable in manpower
development. Some of the causes are controllable factors, while many of them are
hard to foresee. It is harder to identify or forecast the death of an employee or an
illness that leaves an employee in an incapacitated state, because it can happen at
any time. Developing a plan of action in manpower development that negates these
factors can be difficult. Ensuring that the employee turnover does not impact the
manpower in the out years of business is the biggest dilemma.
Training
Training can work in the favor of business in many aspects in respect to manpower
development. Certain industries, such as the industrial industry, require an employee
to train to learn how to do the function of a job. But other industries, such as
government, may focus on people development. In either industry, making sure to
invest in the development of people and making sure they feel that they are a value
to the organization is viable to the future of an organization. Through training,
leadership characteristics are strengthened in personnel, which attributes to the
growth of manpower development through the focus on people.
Leave/ Work Schedules
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Offering work schedules that stay abreast of workforce trends is challenging,
because it requires research and understanding of the workforce needs. If leave
policies or work schedules are too lenient, it could impact the production of business
in a negative wayManaging human relations is becoming increasingly difficult and
challenging. It is part of HRM to ensure that employees stay motivated all the time
and the productivity is continually enhanced. With industrial development and the
ushering in of global economy, there has been a tremendous growth in job
opportunities and it is becomingly increasingly difficult to retain talent. Thus,
understanding the scope of human resource management in a diversified economic
environment becomes extremely important and this scope helps in setting an all
round, dynamic management system.
HRM must focus on coping up with increasing employee expectations, changes in
employee lifestyles, impact of rapidly advancing technology, shift in governments
economic and labor policies, demand for workers participation in management and
downsizing the employee strength to remain competitive in business. In short, HRM
must ensure identification and reconciliation of individual employees goals with the
objectives of the organization.
Types of Manpower Planning
Manpower planning, or human resource planning, is one of the most
important functions of modern management. Manpower planning is
essentially the task of trying to place the right people in the right situations,
depending upon where their strengths and skills are. The hope is that
when put into the proper niche, these people will in turn provide the
greatest positive impetus to the company's development. Manpower
planning can be placed into three major categories: short-term,
intermediate-term and long-term. Each of these types has its own
significance and importance.
Four Phases
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At all points, manpower planning has four "phases": gathering and analyzing
data, establishing objectives, designing and implementing programs, and
monitoring and evaluating these programs. These phases play an important role
in every type of manpower planning, but often in different ways.
Short-Term Manpower Planning
Short-term manpower planning refers to staffing needs in the near future. It mainly
involves a keen awareness of demand and supply, that is, an awareness of what
positions need to be filled and who in the workforce is available to fill those positions.
Usually, it is much easier to establish objective at this point in manpower planning.
These objectives usually involve how to attract desirable employees and how to get
rid of undesirable ones. Short-term manpower planning programs include recruiting
programs, selection programs and performance appraisal systems. Assessing the
level of success at this point is usually very easy.
Intermediate-Term Manpower Planning
Intermediate-term manpower planning involves a lot more uncertainty at every
phase of manpower planning. The main question that must be asked is, "What will
we need?" The task becomes less about evaluating what is available now and more
about forecasting. Often, a lot of these questions are answered based upon the
judgment and discretion of midlevel management. Establishing objectives in this
type of manpower planning usually involves trying to adjust employees' skills to
match those that will be needed in the immediate future.
Long-Term Manpower Planning
Long-term manpower planning is becoming one of the most important tasks faced by
companies that want to survive. Succession planning is a large part of this type of
manpower planning. It involves judging what kinds of skills managers will need in the
future and figuring out how to provide people the chance to build these skills. Also,
competitive strategy plays a big role in long-term manpower planning; will the
company want to focus on maintaining innovation or on cutting
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costs? Careerdevelopment programs are often a part of the third phase of this type
of planning. The success of long-term planning programs is still difficult to assess,
but as time passes, more and more information becomes available.
Problems in manpower planning
Accuracy of forecasts:-If the forecast are not accurate, planning will not be
accurate. Inaccuracy increases when departmental forecasts are merely
prepared without critical review.
Identity Crisis:- Many human resource specialists & the managers do not
understand
the whole manpower planning process. Because of this there is generally anidentity crisis.
Support of Top Management:-Manpower planning requires full & wholehearted
support from the top management. In the absence of this support & commitment,
it would not be possible to ensure the necessary resources & cooperation for the
success of the manpower planning.
Resistance from Employees:-Employees & trade unions resist manpower
planning. They feel that this planning] increases their overall workload& regulates
them through productivity bargaining .They also feel that it would
lead to wide spread unemployment, especially of unskilled labour.
Activities involved in Manpower Planning:
Identifying and designing current and planned organization 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.
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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 employees 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, and training.
Preparing recruitment plan.
Preparing training plan
Manpower planning for the future
Sudipta Devanalyses how business growth and stability of an organisation
depends on future workforce planning.
Strategic workforce planning is not limited to hiring and retaining talent, but
anticipating future manpower needs of an organisation. In a dynamic business
scenario, manpower planning is critical to organisational growth and stability. It is
integral to recruiting, retaining, retraining and redeployment of talent. Linked to
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business needs of the organisation, the process is much more complicated than
it seems, primarily because it also involves developing skills and competencies of
existing employees to meet market demands which can change with time.
Having a contingent plan in place in case of any eventuality (talent shortage) is
also critical to the process.
It is necessary for pharma organisations, particularly large and medium sized
companies, to have a workforce plan in place. Kris Lakshmikanth, Founder and
CEO, The Headhunters India, believes that while the industry will not face
manpower crunch like the BPO sector, there will be a shortage of quality people.
The obvious reasons are:
Entry of new MNCs which require people for production, development,
sales and product management. People working in existing medium and
large pharma companies will be their targets
On the retail front, all big retail groupsFuture Group, Reliance, RPG, etc,
are setting up pharmacies across India. Subhiksha and Apollo already
exist in the South and are set for expansion. These stores will require
trained people and the best are obviously available in pharma companies
Clinical research, which requires specialists, is increasingly shifting toIndia. The salaries of such people have gone up significantly in the last
two to three years. Most BSc graduates who were the prime source of
supply will shift to clinical research/trials as it offers them better salaries
and greater chances of career development. Quality young people will be
lost to such companies
Finally, many of the pharma companies are expanding fast, both in India
as well as abroad, further aggravating the war for talent
Alignment with business needs
Future manpower plan-ning is directly linked to the strategic business plans of an
organisation. The estimation on manpower and budgets are governed by
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customers' demands. Ashwin Thacker, Managing Director, Flamingo Pharma,
states, "Business needs are achieved from effective management of materials,
machines, money and manpower. Manpower needs, if planned properly, in terms
of profile required, numbers, time and place, will give the company mileage over
competitors in terms of consistency in output. Effective human resources
planning gives optimal productivity in terms of timelines and quality of
deliverables." It will not only improve people competency, but will also ensure
that people grow with the company. This helps arrest the attrition rate.
An organisation set on the growth path needs competent people to achieve its
objectives. And finding the right human resources is not an easy task. "You need
educated, skilled manpower for sales, product management, research anddevelopment, production, etc. There will be a shortage of such people in the
future," asserts Lakshmikanth.
Significance of strategic workforce plan
What makes workforce plan very critical is the
possible negative repercussions that excess and
under recruitment can lead to. It is people who
build the organisation, consequently any
mismatch in employee-related statistics, whether
in terms of number, skill set or core
competencies may upset the whole organisation
dynamics and its objectives
The employee head count has direct impact on
cost but indirect impact is far more sensitive.
Workforce planning has a direct link withemployee development, multi-skilling and
succession planning
An organisation must forecast its business and
expansion strategy correctly and also have its
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workforce planning in place. There are various
management approaches in use for determining
either shortage or surplus
Apart from forecasting, an organisation'scapability to sustain the current business and to
grab the new business makes a big difference
A pharma company should consider factors like
current business needs, future plans, growth
areas, addition/deletion of business, change in
technology, attrition trends and talent availability
in the market to ensure that they recruit the right
amount of workforce
Source: Oasis executive search and management
consultancy
The timespan
The timespan of workforce planning differs from organisation to organisation, and
can range from the immediate quarter to ten years. Both short-term and long-term planning is essential, varying as per the market demands. This also differs
as per the level of the recruit, that is planning for junior staff is generally short-
term and than for senior positions. "Workforce planning is driven by the need at
different management levels as the business evolves. At junior level/entry level it
make sense to have a yearly plan broken into four quarters whereas at senior
level the forecasting for professionals is over a period of two-three years," says
Sampath Shetty, VP, Permanent Staffing Business Unit, TeamLease Services.
Manpower planning in pharma companies requires to be designed on short-term
(one-five years) and long-term (more than five years) basis, concedes Thacker.
"Career progression and succession planning is drawn in such a manner that
company needs and employee profile are synchronised. This way we ensure that
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employee enriches learning and grows with company. Workforce planning is
reviewed every month to check requirements, status on positions, separations,
additional manpower requirements and surplus staff," adds Thacker.
Plan for contingencies
Organisations which have fairly evolved HR systems in place know the
significance of a contingent plan for any unexpected situations. Planning for
future workforce needs is not just a matter of ascertaining the right number, but
how well an organisation can deal with any eventuality. The planning should be
effective to avoid talent surpluses or shortages.
A contingency plan is put to action when something outside the control of anorganisation happens. These situations should ideally be over and above those
mentioned in the main workforce plan. "The need for contingency plan would
come during market fluctuations, stringent deadline, natural calamity, change in
technology and may be an unexpected opportunity," states Geeta A Sundrani,
Director, Oasis executive search and management consultancy. Sundrani points
out that while approved/standard workforce strength as decided for the
organisation is sufficient even during difficult times, existing employees should begiven authority with responsibility to meet the business needs for the hour.
Stretch, during crises, could lead to realising of hidden potential and loyalty of an
employee towards the organisation.
A buffer/pipeline of suitable candidates is necessary to prevent any last minute
surprises. "The recruitment team today works along with business line managers
to plan ahead of their manpower needs. Organisations which have gone on
rampant panic hiring spree to manage their short-term business needs withoutconsidering the flip side of layoffs has led to negativity of the market credibility. If
a company is more efficient, it can avoid such unpleasantries and image
tarnishing for themselves," states Shetty.
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The best strategy to formulate a backup plan includes grooming fresh talent and
creating a second line at all functions. "Building second line personnel in the
organisation, coupled with robust systems, will ensure that company gets a
competitive edge over other market players," insists Thacker, adding that in the
vibrant pharma market, contingency manpower planning is required to cater to
the customers' expectations within the framework of required time, quality and
costs.
"Working closely with the business groups and keeping an active talent inventory
and effective churning the internal employee database (from skills availability and
referencing programme perspective.) is the key. Identifying the skill matrix of the
internal talent pool and putting to good use during business exigency optimisesthe manpower utilisation at any given point," states Shetty. Better resource and
manpower redeployment management would be one of the key to the success of
future workforce planning. In the end, it is all about having the right people
possessing the right skills in place at the right time.
Manpower Planning For Your Restaurant
The first thing you need to do is to outline the functions that your organisationneeds to perform. Then determine the number of people (and their backgrounds)
that are necessary to achieve this aim. This allows you to decide the possible
sources of recruitment and the HR policies to be followed.
Employees are the ones who actualize your goals - whether in finance, marketing
or operations. Without them your vision would remain only a dream. In the
hospitality industry, the interaction between customer and restaurant employee
takes on a special meaning and importance, and customer satisfaction dependsalmost entirely on a smooth performance from the staff. A single inattentive
steward could severely damage the reputation of your restaurant. It is therefore
most important to attract the right kind of employees and then induct, support,
motivate and retain them.
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Make a good beginning by recognising the elements of job satisfaction
from the employee's viewpoint:
a) Good work conditions
b) Opportunities for promotionsc) Fair pay
d) Opportunities for training
e) Interesting work
f) Reasonable level of responsibility
g) Basic security
h) Work appreciation
i) Pleasant colleaguesj) Empathetic superiors
Becoming A Preferred Employer
Employees, like guests, have an option to go elsewhere. Finding the right
employee for the position the first time around is your most prudent choice. To
attract and retain the best in the market you need to create the right work climate
in your establishment.
1. Manpower Planning & Development for IT Industries. In the manpower survey,
it is revealed that there is a geometric rise in the demand of IT Professionals in
Orissa as shown in Annexure-I. Keeping the International manpower demand in
view the National demand as per the survey report given by NASSCOM & MIT,
the estimated figure goes up to 16 lakhs in the direct employment and 32 lakhs
by the year 2008 in the indirect employment as
The different IT and IT related courses is given in Annexure-III. The projection of
manpower requirement in such fields from 2001-2007 is given in Annexure-
IV.The gap analysis between the existing status and requirement projection for
the professionals in IT and IT related sectors is shown in Annexure-V. To meet
thegap between demand and supply capacity expansion in the Engineering
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agriculture, industry and services was different. Employment grew at 2.2% per
annum in the State as compared to 2.1% in the country. In Rajasthan, Agriculture
& allied activities still provide over 60% of all jobs, with industry (mainly
construction and manufacturing) and services (mainly trade, hospitality,
Government and Community Services) accounting for the rest of employment.
The rate of growth of employment is lesser than the growth of labour force, thus
creating a backlog of un-employment. As a result of rapid increase in the labour
force, a small percentage of persons has been absorbed in the paid employment
in the organised sector. In March, 2007, only 12.21 lacs persons were engaged
in organised sector in the State, comprising of 9.52 lacs under public sector and
2.69 lacs under private sector. The only solution to the problem of unemployment
lies through promotion of substantial gainful employment opportunities in the un-organised sector. About 8.65 lakhs unemployed persons were registered in
district employment exchanges as on 31 December, 2007. Labour Force and
unemployment Estimates
survey of NSSO on employment and unemployment conducted from July 2005 to
June 2006, about 56% of rural males and 31% of rural female belong to labour
force in the country. The corresponding proportions in the urban areas were
57% and 15% respectively. About 41% of the population in the country was
employed under usual status (principal + subsidiary).
In the context of Rajasthan, about 53% of rural males and 40.3 % rural females
belong to labour force. Similarly, about 52.1% of urban males and 11.8% of
urban females belongs to labour force. Accordingly, labour force has been
projected on the basis of projected population as on 1st March 2009 and 2010
and additional labour force has been worked out to 4.77 lakhs during the year
2009-10 as under:-
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It is estimated that around 8 lakh livelihoods needs to be created every year to
keep up with rapid growth of the labour force and increasing unemployment. It is
also necessary to increase the incomes of at least 20 lakh "working poor" in
order to tackle poverty. 21.7 State Government will create employment
opportunities for 10 lakhs youths in public and private sector, increase rate of
minimum wage, give emphasis to welfare programmes for labours and
agriculture labours of unorganized sector, computerize and network the
employment exchanges, establish an Overseas Placement Bureau etc. 21.8
Rajasthan Knowledge Corporation Limited (RKCL) has been set up as a joint
venture with Maharashtra Knowledge Corporation Limited to create an
institutional mechanism which will help in developing talented and skilled youth
who can be absorbed in the IT / ITeS sector. RKCL will later expand its coursesfor skill development through Technology Development Programme, e-content
Development Programme, Finishing School Programme etc.
In order to facilitate employment opportunities and skill development of
unemployed youth, Rajasthan Employment Facilitation and Skill Development
Society (RAJKAUSHAL) has been established. As part of it, an Institute of
Animation Academy has been established at Jaipur under the banner of
RAJKAUSHAL with collaboration of Government of Madhya Pradesh and leading
animation company DQEL as knowledge partner. This Institute organizes various
Diploma Courses 21.3 regarding Animation/3D Animation. A 100% placement
guarantee has been given to those students who complete courses successfully.
Against the provision of Rs.103.79 crores for the Eleventh Five Year Plan for the
Labour and Labour Welfare Sector, Rs. 23.51 crores were spent during the year
2007-08 and Rs. 24.39 crores are likely to be spent during the year 2008-09. A
sum of Rs.16.62 crores is proposed for the year 2009-10.
Craftsman Training (I.T.I.) The craftsman training envisages skill development in
the youths to enable them to work on industrial machines as also to equip
them to venture into self-employment. Non-engineering training is also provided
through the ITIs in certain areas. 21.12 At present 134 Govt. I.T.I.s and 514
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Private I.T.I.s are running with the sanctioned seats of 63114 to provide technical
training in the State. One Leather Craft Institute is also running in Jaipur. There
are Craftsmen Training Institutes at each district head quarter. Under the
Craftsmen Training Scheme, District Rural Crafts and Entrepreneurs Training
Centres have also been established in Jaipur, Jodhpur, Kota and Udaipur to
provide technical facilities in 11 trades. Most of these I.T.I.s are located in remote
areas at panchayat samiti level. A sum of Rs.6.80 crores is proposed for the year
2009-10 to meet the committed liabilities. Employment Directorate
The Department provides various services to the job seekers like registration of
applicants, assimilation and dissemination of occupational information and
vocational guidance to the aspirants, assistance to candidates opting self-employment, collection of job market information, placemen of educated
unemployed youth with private companies through Rozgar Sahayata Shivir (Job-
Fairs) organized in Public Private
Partnership mode, survey and research regarding manpower potential, etc.
Employment Exchanges are functioning in all the districts.21.15 An amount of
Rs. 950.00 lakhs is proposed for the year 2009-10 for various activities including
Rs.901.68 lakhs for Akshat Yojana. Rozgar Melas 21.16 Keeping in view thefelt need of the rural masses in getting exposure to suitable job opportunities, the
department has joined hand with RMoL for organizing Rozgar Melas in all the
districts of the State for which the mission contributed Rs. 1 lakh for each Mela
for each district in which 44928 candidates were benefitted during the year 2007-
08 and more than 35000 candidates have been benefitted so far during this year.
Rajasthan Unemployment Allowance - Akshat Yojana
Under this scheme graduate unemployed youths are being benefited whose
yearly parental income does not exceed Rs. 1.00 lacs. In this sch