arises.
External sources: It is only when the cost of procuring the labour from internal sources is more and also the present staff cannot be spared for the future assignment, the company can refer to the external market. For this, they need to keep themselves updated regularly on what is available now, what will be available later. Whether the skills required in future will be easily available or certain training, for instance need to be incorporated.
For example, a company in the present scenario wanting to start its BPO operations in India may not have problem which a company 10 years back would have faces, as there are ample requisite skills available in the market. Not only skilled labor but also they are motivated to join such company for fast earnings. 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.
Therefore to summarize what information should be available for a comprehensive the supply forecast and analysis?
1. The skill base, potential trainability and current and potential productivity level of the existing work force.
2. The structure of the existing workforce in terms of age distribution, skills, hours of work, rates of pay and so on.
3. 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.
4. 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,
Determining Manpower Gaps
The final stage is to balance out the demand and supply gap. The closer the gap the better it is for the company when it actually goes into procuring. Now you will see how we can utilize the data we have collected in the last two stages.
A comparison chart can be developed to find what is available and to what extent it can fulfill the demand forecast. This exercise helps us have an idea of the quantitative and qualitative gaps in the workforce. A reconciliation of demand and supply forecasts will give us the number of people to be recruited or made redundant as the case may be. This forms the basis for preparing the manpower plan.
The manpower plan is further divided into the following resultant operational plans.
• Recruitment plan to show how many and what type of people is required and when they are needed;
• Redeployment plan to help chart out the future movement in terms of training and transfers.
• Redundancy plan will indicate who is redundant, when and where; the plans for retraining, where this is possible; and plans for golden handshake, retrenchment, lay-off, etc.
• Training plan to chart out if training is required. If yes, when and to which level;
whether it will be done in-house, done in phases or included as part of a formal induction program. This includes the cost and benefit analysis of all the options available.
• Productivity plan Will indicate reasons for employee productivity or reducing employee’s costs through work simplification studies, mechanization, productivity bargaining, incentives and profit sharing schemes, job redesign, etc.
• Retention plan Will indicate reasons for employee turnover and show strategies to avoid wastage through compensation policies, changes in work requirements and improvement in working conditions.
• Check/reviews points The success of the entire exercise is dependent upon frequent reviews so that none of the factors are left out and changes are constantly taken care of the important thing is to clearly demarcate point for periodical checks to incorporate deficiencies and periodic updating of manpower
CGM
inventory based on training and performance reviews, in the light of changing circumstances.
TOPORGANIZATIONSTRUCTURE
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Head R&D Head
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Head Pro chem Head Engg.
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Head Medical
Head PDC Head
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The basic process of HR Planning in ISGEC
1. Analyze the environment of the organization and its past operations
2. Evaluate the environment for HR trends, patterns, educational changes, literacy levels, demographic transitions in people
3. Evaluate education patterns, school pass out rates, professional courses capacity, market liberalization for international opportunities, availability of easy financing for college studies
4. Evaluate any major shift in people relocation, geographic movements, natural calamity constraints
5. Establish Corporate strategy, goals, objectives and action plans 6. Link the corporate strategy to the HR strategy and mission 7. Ensure connectivity of corporate plans to hr plans and targets 8. Determine the Organization Structure, process flows, design details 9. Draw up a Demand Forecast for Manpower
10. Conduct a HR Inventory both at the micro and macro levels 11. Plan for an Attrition Process both desired and undesired
12. Design HR policies for retention and career planning of high performers
13. Integrate HR policies with changing aspirations of the employees and the potential population in the market place
14. Draw up a supply Forecast for Manpower evaluating source, actual availability, possibility of attraction to the corporate
15. Study whether Demand is greater or less than Supply
16. Establish Manpower Objectives for short, medium and long term and keep a flexibility on the profile and employee fit with the corporate culture
17. Start an Action program and make individuals and teams responsible for meeting the recruitment targets.
18. Update the Manpower records and make system data friendly.
Stages in the HR Plan: Process Analysis
Stage 1 Corporate Objective/ Strategy Formulation and Structuring Stage 2 Supply ABD Market Evaluation Forecast
Stage 3 Demands and Competitive Forecast Stage 4 HR Planning
STAGE I STAGE II STAGE III STAGE IV required by the end of forecast period
Manpower Planning
Based on the future business growth needs, we do the Manpower Planning and Profit center budgeting every year. We follow a well laid down sequential and scientific method for inducting prospective candidates. A set of Ideal Expectations expected from the person performing the specific function has been clearly documented in the form of Responsibility and Authorities Manual.
Training and Development
Training & Development is one of the most effective means for inculcating dynamism and self-renewing capability. It also attempts to cope up with the barriers to the competencies and nourishes the overall health of the organization. Our aim is to integrate individual development needs with the business needs and make training a participative process.