This lecture notes focuses on the followings:1. Manpower Forecsting2.. Developing a Manpower Plan 3. Strategic Manpower Forecasting Learning 

This video provides R18 syllabus orientation to MBA 3rd Semester HR Specialization group- Manpower Planning (18MBA301C) course of Biju Patnaik University of Technology (BPUT), Odisha . It started with a parable of a baby and a mother camels followed by 2018 workplace survey conducted in 7 nations that tells how a misfit between employees and their jobs waste organizational resources and make workplace unproductive. Manpower planning can help the organization address such issue through forecasting manpower requirement, developing manpower and taking controlling measures, so that various manpower issues are sorted out. This video also describes objectives of manpower planning, activities and responsibilities of HR department relating to manpower planning.

This lecture video describes the supply forecasting techniques of manpower planning . Supply forecasting means to make an estimation of supply of human resources taking into consideration the analysis of current human resources inventory and future availability.
Staffing tables are graphic representations of all organizational jobs, along with the numbers of employees currently occupying those jobs and future (monthly or yearly) employment requirements, which can be derived from demand forecasts. A manning table is a listing of the positions or number of workers to be used in the operation of a particular machine or process. For example, a manning list might be used in a school to communicate with Personnel for any changes in assignment: subject, grade level, etc.
Markov analysis, which shows the percentage (and actual number) of employees who remain in each job from one year to the next, thus keeping track of the pattern of employee movements through various jobs. Thus this analysis results in a composite matrix of supply.
A skill inventory is a list of an individual’s professional competencies or skills. Such an inventory might also include education and professional experience.
Replacement chart that helps us derive the profile of job holders, department-wise and reveals those who could be used as replacements whenever the need arises
External hires need to be contacted when suitable internal replacements are not available. Followings are the factors to be taken into consideration while forecasting HR supply:
Net migration for an area
Individuals entering and leaving the workforce
Individuals graduating from schools and colleges
Changing workforce composition and patterns
Economic forecasts
Technological developments and shifts
Actions of competing employers
Government regulations and pressures
The attractiveness of an area
The attractiveness of an industry in particular place.
Thus, HR planners need to keep themselves abreast of the Labor market conditions such as local employment, trends of relevant categories of employees, competition for such skills, availability of part time labour, migration trends of labor, etc.
Summary of information needed for comprehensive supply forecast and analysis
The skill base, potential trainability and current and potential productivity level of the existing work force.
The structure of the existing workforce in terms of age distribution, skills, hours of work, rates of pay and so on.
The possible changes in the productivity, size and structure of the workforce due to resignations and retirements, promotions and transfers, absenteeism and other external factors (economic and cultural), which may induce such changes.
The availability of the relevant skills in the external labor market for present and future use. The HR planner will have to assess and monitor factors such as: market value, image/preference of the existing labor for the company, motivation factors that could invoke of the prospective candidates to join the company.

This video lecture describes manpower planning process, various trends affecting HR demand forecasting. It also discusses quantitative and qualitative techniques of HR Demand forecasting.

This video lecture describes factors (both external and internal) influencing manpower planning. This also describes how Covid 19 pandemic has impacted sectors and different jobs in US and India. The trends like IoT, Big Data, Machine Learning, Artificial Intelligence, Virtual Reality have redefined functioning of workforce in present days. Next generation workforce will definitely be empowered, connected, competent and diverse. As the business environment continues to be volatile, Long term manpower planning will remain a challenge.

This lecture video describes problems associated with HRP, guidelines for effective HRP and the trends impacting manpower planning.
Problems Associated with Manpower Planning
HR practitioners are perceived as experts in handling personnel matter but are not experts in managing business. The personnel plan conceived and formulated by the HR practitioners when enmeshed with organizational plan might make the overall strategic plan itself defective.
HR information often is incompatible with the information used in strategy formulation. Strategic planning efforts have long been oriented towards financial forecasting often to the exclusion of other types of information.
Conflict may exist between short-term and long-term HR needs. For example, there arises a conflict between the pressure to get work done on time and long-term needs, such as preparing people for assuming greater responsibilities. Many managers are of the belief that HR needs can be met immediately because skills are available on the market as long as wages and salaries are competitive. These managers fail to recognize that by resorting to hiring or promoting depending on short term needs alone, long-term issues are neglected.
There is conflict between quantitative and qualitative approach to HRP. Some people view HRP as a number game designed to track the flow of people across the departments. These people rely on a strictly quantitative approach to planning. Others take a qualitative approach and focus on individual employee concerns such as promotion and career development. Best results would accrue if there is a balance between the quantitative and qualitative approaches.
Non-involvement of operating managers renders HRP ineffective.
Recent Trends in HRP
Automation via Artificial Intelligence (AI) and Robotics Process Automation (RPA)
Virtual and Augmented Reality
Employee experience
HR Guidance
Gig Economy
Real Time Performance Feedback
Generational Shifts
0 Comments
Dr. Chandrakanta Sahoo
Add a public comment...