Importance Of Manpower Planning

. MANPOWER PLANNING

Manpower planning concerns with handling manpower resources required for a company. It is defined as a process of ensuring that the right number and the right kind of people are at the right place and time and are doing the right things for the achievement of organizational goals and objectives. It is the process of developing and determining objectives, policies of obtaining required workforce in relation to manpower. It requires estimating manpower needs and fulfilling those estimated needs. It should also consider the effect of absenteeism and labour turnover.

Manpower Planning plays an important role in the area of industrialization. Manpower planning has to follow a systems approach and is carried out by set procedures.

The number of employees required is determined on the basis of both work-load and work-force analysis. Work-load analysis is based on production, sales budgets and work scheduling. Work-force analysis is an analysis of the existing manpower and its future potential.

QUALITATIVE ASPECTS

It involves the determination of the type of manpower required. The qualitative aspects depends upon the requirements of the job, which in turn can be determined by job analysis. Job analysis is a detailed study of the job to find out the nature of the job and qualifications of the people required for effective performance of the job. Job analysis reveals the tasks included in the job, the skills and knowledge required for the effective performance of the various tasks involved in the job.

The information obtained from job analysis is used to write job description and job specification. Job description lists what the job entails. It states the nature and type of a job, working conditions, duties and responsibilities of the job, etc. Job specification states what kind of people to hire i.e. knowledge, skills, experience etc. so that the job is performed

Then they are constantly moved across projects, practices and geographies to ensure that a high performing individual does not move in a narrow hierarchical structure.

• The company also has a 'Think Tank', made up of people both at the senior management and one level below, these people are carefully selected for their strategic view and technology and domain competence. This 'Think Tank' plays a vital role in succession planning. In fact, this is another method for creating and nurturing leaders.

• At the highest level, succession planning of senior management is directly reviewed by the Executive Committee of the Board. Business/Unit Heads are invited to Board Meetings from time to time to give presentations to the Board to update them. This provides an opportunity for the Board to interact with Senior Executives periodically and assess values, competencies and capabilities to help them identify suitable internal successors and provide feedback.

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