Hello Everybody,
I'm working in a private ltd. company. It has grown in unplanned way since 1970. i.e. without proper structure/man power planning. No. of employees kept on increasing as per business growth/requirement. Now, it needs to be reviewed/rationalized to improve manpower productivity.
I'm taking up this assignment in one of the units. Hence, request group members to share their experiences/suggest case studies/books on subject matter, so that I can take care of related issues.
Thanks & Regards,
Gaurang Sheth
From India, Pune
1I'm working in a private ltd. company. It has grown in unplanned way since 1970. i.e. without proper structure/man power planning. No. of employees kept on increasing as per business growth/requirement. Now, it needs to be reviewed/rationalized to improve manpower productivity.
I'm taking up this assignment in one of the units. Hence, request group members to share their experiences/suggest case studies/books on subject matter, so that I can take care of related issues.
Thanks & Regards,
Gaurang Sheth
From India, Pune
Hi gaurang
See basic steps of manpower planning , you will get it from any HR book.
But manpower planning should always be organization based.
First have have the whole work structure defined:
Job Description
Job Specification
The roles performed in each job
Accordingly, have an idea of the existing manpower in your organization.Create an inventory - profile wise, age wise, skill wise - technical, non technical and experience wise too and any other parameters organiztion specific.
Then forecast a future demand and supply of manpower.And also calculate the number of existing employees, persons leaving the organization during the year, the attrition rate, the no. of people who will retire etc and the types of movements of the employees in the orgn in and out.
And accordingly ur business forecast wise you have to calculate the future manpower requirements and plan out the manpower.You have to calculate the manpower requirements the job wise.
Above is the very basic way of manpower planning.There are more to it.I just wrote whatever came to my mind.
Any other queries, please revert back.
Regards
Rajashri
From India, Calcutta
See basic steps of manpower planning , you will get it from any HR book.
But manpower planning should always be organization based.
First have have the whole work structure defined:
Job Description
Job Specification
The roles performed in each job
Accordingly, have an idea of the existing manpower in your organization.Create an inventory - profile wise, age wise, skill wise - technical, non technical and experience wise too and any other parameters organiztion specific.
Then forecast a future demand and supply of manpower.And also calculate the number of existing employees, persons leaving the organization during the year, the attrition rate, the no. of people who will retire etc and the types of movements of the employees in the orgn in and out.
And accordingly ur business forecast wise you have to calculate the future manpower requirements and plan out the manpower.You have to calculate the manpower requirements the job wise.
Above is the very basic way of manpower planning.There are more to it.I just wrote whatever came to my mind.
Any other queries, please revert back.
Regards
Rajashri
From India, Calcutta
Hi Gaurang,
Just to add what Rajashri has told, also keep in mind the nature of the industry you are in.
First of all get an idea of the whole manufacturing process. Do a time study of the same. To get started be at the shop floor spend time in observing the process and see the time required.
If it is a continous process industry see the critical and non critical process and in consultation with the area head just try to forecast based on your observation what are the number required.
Secondly if it is a batch or piece producing plant than better to study the time taken for one piece to be completed. Accordingly each activity should be reviewed alongwith the time taken and the physical aspect invoved in the job.
Thirdly finalize as per the business plan, discussion with the heads of respective areas the manpower required.
Prepare an inventory of the manpower available with you in all terms. i.e age, qualification, experience and background. Give focus to the critieria as per the process or plant requirement and compare with what you have finalized.
Thirdly analyse the attrition rate and people retiring in the few months as you said it started in 70s. This will help you to know how many people will go away.
Now if you have some more people on hand as extra's keeping in mind the absenteeism and leave rate at the unit see where they fit in. Normally it would be advisable to create a common pool rather than giving separate people to separate department. This will in future give you a pool of multi skilled employees which will give you more flexibilty to go for futher restructuring if required.
I handled the cases first one at GE (Lighting division) which was into Restructuring and another with Suzlon at their new plant which had to be started from project. This helped me to have a clear idea about how to go ahead with the same.
This is the crux of what i learned. Hope you find it useful.
Regards,
Anand
From United States
Just to add what Rajashri has told, also keep in mind the nature of the industry you are in.
First of all get an idea of the whole manufacturing process. Do a time study of the same. To get started be at the shop floor spend time in observing the process and see the time required.
If it is a continous process industry see the critical and non critical process and in consultation with the area head just try to forecast based on your observation what are the number required.
Secondly if it is a batch or piece producing plant than better to study the time taken for one piece to be completed. Accordingly each activity should be reviewed alongwith the time taken and the physical aspect invoved in the job.
Thirdly finalize as per the business plan, discussion with the heads of respective areas the manpower required.
Prepare an inventory of the manpower available with you in all terms. i.e age, qualification, experience and background. Give focus to the critieria as per the process or plant requirement and compare with what you have finalized.
Thirdly analyse the attrition rate and people retiring in the few months as you said it started in 70s. This will help you to know how many people will go away.
Now if you have some more people on hand as extra's keeping in mind the absenteeism and leave rate at the unit see where they fit in. Normally it would be advisable to create a common pool rather than giving separate people to separate department. This will in future give you a pool of multi skilled employees which will give you more flexibilty to go for futher restructuring if required.
I handled the cases first one at GE (Lighting division) which was into Restructuring and another with Suzlon at their new plant which had to be started from project. This helped me to have a clear idea about how to go ahead with the same.
This is the crux of what i learned. Hope you find it useful.
Regards,
Anand
From United States
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