Hello,
Lets Start Sharing our Knowledge and Experience on Man-Power Planning Techniques.
My Discussion would Start from
Man Power Planning, then we can move on to cover other functional areas of HR in order.
__________________________________________________ ___________
1.Man Power Planning
2.Recruitment & Selection
3.Induction
4.Process Development- Jobs/Roles/Responsibilities/Deliverables
5.Performance Appraisal
6.Training & Development/ Career Development
7.Organization Development
__________________________________________________ ___________Depending on our decussions and learning, we can explore other areas accordingly, depending on our mutual Interests.
Looking for your support
Thanks & Regards
RK
__________________________________________________ ___________Topi c 1: Man Power Planning Techniques
How to determine the future training needs of the labor market in developing countries is a question that has confronted manpower analysts and educational planners for decades. There is no easy solution simply because no-one can forecast the future and, therefore, what labor demands are likely anymore than one can predict stock market movements or future economic growth rates. This has not stopped people from trying. However, models to perform manpower analyses have been subject to such scathing criticism that, manpower practitioners have shied away from modelling techniques and as such there is a gap to be filled. As now a combination of techniques under the general heading of "labour market signalling" have become the accepted methods, in recent years, to assess manpower needs. However, few countries have created a system to do this and there is much theorizing but little action.
Waiting for your thoughts about it, Lets share our experience and knowledge , come out with best solutions/Techniques to meet our present and future demands and the competation in store for us.
From India, Hyderabad
17Lets Start Sharing our Knowledge and Experience on Man-Power Planning Techniques.
My Discussion would Start from
Man Power Planning, then we can move on to cover other functional areas of HR in order.
__________________________________________________ ___________
1.Man Power Planning
2.Recruitment & Selection
3.Induction
4.Process Development- Jobs/Roles/Responsibilities/Deliverables
5.Performance Appraisal
6.Training & Development/ Career Development
7.Organization Development
__________________________________________________ ___________Depending on our decussions and learning, we can explore other areas accordingly, depending on our mutual Interests.
Looking for your support
Thanks & Regards
RK
__________________________________________________ ___________Topi c 1: Man Power Planning Techniques
How to determine the future training needs of the labor market in developing countries is a question that has confronted manpower analysts and educational planners for decades. There is no easy solution simply because no-one can forecast the future and, therefore, what labor demands are likely anymore than one can predict stock market movements or future economic growth rates. This has not stopped people from trying. However, models to perform manpower analyses have been subject to such scathing criticism that, manpower practitioners have shied away from modelling techniques and as such there is a gap to be filled. As now a combination of techniques under the general heading of "labour market signalling" have become the accepted methods, in recent years, to assess manpower needs. However, few countries have created a system to do this and there is much theorizing but little action.
Waiting for your thoughts about it, Lets share our experience and knowledge , come out with best solutions/Techniques to meet our present and future demands and the competation in store for us.
From India, Hyderabad
hi, this is ruchi...
i would like to discuss more on this topic if u dont mind..
i have joined osram india pvt lts as mgmt trainee-hr 6 months back...
i think by discussion i would be able to learn from u...
regards
ruchi
faridabad
From India, New Delhi
i would like to discuss more on this topic if u dont mind..
i have joined osram india pvt lts as mgmt trainee-hr 6 months back...
i think by discussion i would be able to learn from u...
regards
ruchi
faridabad
From India, New Delhi
Hi Ruchi,
Nice to hear you and I would like to share my knowledge and expertise on this topic going forward.
Let us both cover the topic in three sections
1. Subjective Aspect of Man Power Planning- Models Based on the same.
2. Basic Techniques and Calculators in Man Power Planning.
3. Research work on Trends and Techniques
We we both do research on the same and I request you to share your knowledge and learning with me from time to time as this will help both of to be effective in our learning.
Though I am not a subject matter expert I have enough data with me that will help us explore in this area and cover the same in depth so that our basics are strong and that will help us improve and come out with best stratergies on the job where ever we are working.
A.Man Power Planning- Subject Aspect.
Conceptually speaking to start with , Let us examin the employment and manpower planning.
Labour market models are useful both for labour market analysis and to help to design labour market information systems. also looks at a number of techniques that can be used for employment and manpower planning.
What is the relation between employment and manpower planning techniques?
Employment planning is concerned with the macro policy instruments that create employment.
The activity is mainly carried out in Planning or Economy Department .
There are three most Important questions that would arise while planning
questions such as
how to employ the 50,000 [Lets say] or so new entrants to the labour market.
what impact will investment have on labour productivity and hence employment levels.
will increases in the minimum wage reduce employers' desires to hire labour are of importance.
Manpower planning, on the other hand, is largely concerned with labour supply.
Thus it is interested in such questions as how many people are coming onto the labour market, what are their education and training levels levels,
what is their age etc.
It is largely concerned in determining what training needs there are so that the labour supply can be shaped to meet the demands of the economy.
Manpower planning cannot be carried out in isolation from macroeconomic phenomena.
On the other hand, that part of macroeconomics that is interested in creating jobs cannot ignore who the jobs are for in terms of the skill, sex and age base of the population. This is because the determinants of economic growth are strongly related to the characteristics of the labour force in terms of its skill, education, flexibility etc.
Let us look into the techniques that look at both the supply and demand side of the employment and manpower-planning puzzle are presented and then critically examin the same.
First Approach:The manpower requirements approach (MRA)
I.Then Dominant Model
The dominant model of manpower planning (according to Youdi, 1985) is what is known as the 'manpower-requirements' approach or model. It first came to widespread prominence in the OECD's Mediterranean Regional Project (MRP) in the early 1960s. The three major steps in manpower forecasting are: (a) projecting the demand for educated manpower, (b) projecting the supply of educated manpower, and (c) balancing supply and demand. Each is next taken in turn, following Youdi.
a. The demand side
There are five main steps to assess the number of workers by educational level over time (following the MRP methodology):
Note: i=economic sector, j=occupation, k=educational level, a=age, s=sex;
a. Estimating the future level of GDP or output (X)
b. Estimating the structural transformation of the economy as expressed by the distribution of output by economic sector (Xi/X)as it evolves over time.
c. Estimating labour productivity by economic sector (Li/Xi) and its evolution over time.
d. Estimating the occupational structure of the labour force within economic sectors and its evolution over time (Lij/Li).
e. Estimating the educational structure of the labour force in given occupations within economic sectors over time (Lijk/Lij).
Hence the demand function for educated labour looks something like:
LDijk = f (X, Xi/X, Li/Xi, Lij/Li, Lijk/Lij)..... (1)
b. The supply side
There are four basic steps:
a.Estimating the population Pa,s,k by age, sex and educational level.
b.Assessing the number of graduates, dropouts by age, sex and educational level, Ea,s,k.
c.Finding the labour force participants (LS) by applying age, sex, educational level labour force particpation rates to the number of graduates, la,s,k.
d.Estimating the occupational supply based on the labour supply by education level possibly using an education to occupation matrix Mk,j
Hence the supply function for educated labour looks something like:
LSj,k = f(Pa,s,k, Ea,s,k, la,s,k, Mk,j).... (2)
c. Balancing labour supply to demand
This adjustment, according to Youdi, is normally done in two ways. First, if LD.j. is very different from LSj, due for instance to poor data quality and not backed up by apriori reasoning, the manpower planner will tend to use an ad hoc adjustment mechanism and go back to one or more of the key assumptions and revise them. For example, too much optimimism on labour productivity could reduce the demand for labour while too much optimism on labour force participation rates could increase the supply of labour. Clearly, if reconciliation is not possible then this has significant implications for policy action to narrow the gap between educated labour supply and its demand.
I shall stop this discussion at this point, what I was talking was at the Macro Level, I would like to get these points straight on to application part , I mean how can we apply this principals and get on to couple of techniques so that the we can practically learn it together.
Please share your inputs on the information I gave above, hope that was interesting and Informative. Please let me know how can we make better conversations, as I dont want to be one sided and keeping sharing information which you are not interested and I presume things from your end.
Thank you and Have a Wonderful Day.
RK
From India, Hyderabad
Nice to hear you and I would like to share my knowledge and expertise on this topic going forward.
Let us both cover the topic in three sections
1. Subjective Aspect of Man Power Planning- Models Based on the same.
2. Basic Techniques and Calculators in Man Power Planning.
3. Research work on Trends and Techniques
We we both do research on the same and I request you to share your knowledge and learning with me from time to time as this will help both of to be effective in our learning.
Though I am not a subject matter expert I have enough data with me that will help us explore in this area and cover the same in depth so that our basics are strong and that will help us improve and come out with best stratergies on the job where ever we are working.
A.Man Power Planning- Subject Aspect.
Conceptually speaking to start with , Let us examin the employment and manpower planning.
Labour market models are useful both for labour market analysis and to help to design labour market information systems. also looks at a number of techniques that can be used for employment and manpower planning.
What is the relation between employment and manpower planning techniques?
Employment planning is concerned with the macro policy instruments that create employment.
The activity is mainly carried out in Planning or Economy Department .
There are three most Important questions that would arise while planning
questions such as
how to employ the 50,000 [Lets say] or so new entrants to the labour market.
what impact will investment have on labour productivity and hence employment levels.
will increases in the minimum wage reduce employers' desires to hire labour are of importance.
Manpower planning, on the other hand, is largely concerned with labour supply.
Thus it is interested in such questions as how many people are coming onto the labour market, what are their education and training levels levels,
what is their age etc.
It is largely concerned in determining what training needs there are so that the labour supply can be shaped to meet the demands of the economy.
Manpower planning cannot be carried out in isolation from macroeconomic phenomena.
On the other hand, that part of macroeconomics that is interested in creating jobs cannot ignore who the jobs are for in terms of the skill, sex and age base of the population. This is because the determinants of economic growth are strongly related to the characteristics of the labour force in terms of its skill, education, flexibility etc.
Let us look into the techniques that look at both the supply and demand side of the employment and manpower-planning puzzle are presented and then critically examin the same.
First Approach:The manpower requirements approach (MRA)
I.Then Dominant Model
The dominant model of manpower planning (according to Youdi, 1985) is what is known as the 'manpower-requirements' approach or model. It first came to widespread prominence in the OECD's Mediterranean Regional Project (MRP) in the early 1960s. The three major steps in manpower forecasting are: (a) projecting the demand for educated manpower, (b) projecting the supply of educated manpower, and (c) balancing supply and demand. Each is next taken in turn, following Youdi.
a. The demand side
There are five main steps to assess the number of workers by educational level over time (following the MRP methodology):
Note: i=economic sector, j=occupation, k=educational level, a=age, s=sex;
a. Estimating the future level of GDP or output (X)
b. Estimating the structural transformation of the economy as expressed by the distribution of output by economic sector (Xi/X)as it evolves over time.
c. Estimating labour productivity by economic sector (Li/Xi) and its evolution over time.
d. Estimating the occupational structure of the labour force within economic sectors and its evolution over time (Lij/Li).
e. Estimating the educational structure of the labour force in given occupations within economic sectors over time (Lijk/Lij).
Hence the demand function for educated labour looks something like:
LDijk = f (X, Xi/X, Li/Xi, Lij/Li, Lijk/Lij)..... (1)
b. The supply side
There are four basic steps:
a.Estimating the population Pa,s,k by age, sex and educational level.
b.Assessing the number of graduates, dropouts by age, sex and educational level, Ea,s,k.
c.Finding the labour force participants (LS) by applying age, sex, educational level labour force particpation rates to the number of graduates, la,s,k.
d.Estimating the occupational supply based on the labour supply by education level possibly using an education to occupation matrix Mk,j
Hence the supply function for educated labour looks something like:
LSj,k = f(Pa,s,k, Ea,s,k, la,s,k, Mk,j).... (2)
c. Balancing labour supply to demand
This adjustment, according to Youdi, is normally done in two ways. First, if LD.j. is very different from LSj, due for instance to poor data quality and not backed up by apriori reasoning, the manpower planner will tend to use an ad hoc adjustment mechanism and go back to one or more of the key assumptions and revise them. For example, too much optimimism on labour productivity could reduce the demand for labour while too much optimism on labour force participation rates could increase the supply of labour. Clearly, if reconciliation is not possible then this has significant implications for policy action to narrow the gap between educated labour supply and its demand.
I shall stop this discussion at this point, what I was talking was at the Macro Level, I would like to get these points straight on to application part , I mean how can we apply this principals and get on to couple of techniques so that the we can practically learn it together.
Please share your inputs on the information I gave above, hope that was interesting and Informative. Please let me know how can we make better conversations, as I dont want to be one sided and keeping sharing information which you are not interested and I presume things from your end.
Thank you and Have a Wonderful Day.
RK
From India, Hyderabad
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.
How to start factory in pondicherry 1.doc
How.to.Stop.Wor rying.and.Start .Living,.Dale.C arnegie.pdf