1. MANPOWER PLANNING
and
INVENTORY
by:
Allan B Palomo

2. MANPOWER PLANNING:
Personnel management is a productive utilization of manpower resources. This is also termed as “ Manpower Management”. Manpower Management is choosing the proper type of people as and when required. It also takes into account the upgrading in existing people. Manpower Management starts with manpower planning. Every manager in an organization is a personnel man, dealing with people.

3. Importance of Manpower Planning:
Planning is concerned with coordinating, motivating and controlling of the various activities within the organization.
Planning is making a decision in advance what is to be done.
Planning is using the available assets for the effective implementation of the production plans.

4. Advantages of Manpower Planning:
1. It is useful both for organization and nation. 2. It generates facilities to educate people in the organization. 3. It brings about fast economic developments. 4. It boosts the geographical mobility of labor. 5. It provides smooth working even after expansion of the organization. 6. It opens possibility for workers for future promotions, thus providing incentive. 7. It creates healthy atmosphere of encouragement and motivation in the organization. 8. Training becomes effective. 9. It provides help for career development of the employees.

5. Steps in Manpower planning
1. Predict manpower plans 2. Design job description and the job requirements 3. Find adequate sources of recruitment. 4. Give boost to youngsters by appointment to higher posts. 5. Best motivation for internal promotion. 6. Look after the expected losses due to retirement, transfer and other issues. 7. See for replacement due to accident, death, dismissals and promotion.

6. Factors which affect the efficiency of labor:
1. Inheritance: Persons from good collection are bound to work professionally. The quality and rate of physical as well as mental development, which is dissimilar in case of different individuals is the result of genetic differences. 2. Climate: Climatic location has a definite effect on the efficiency of the workers. 3. Health of worker: worker’s physical condition plays a very important part in performing the work. Good health means the sound mind, in the sound body. 4. General and technical education: education provides a definite impact in the working ability and efficiency of the worker.

7. ` 5. Personal qualities: persons with dissimilar personal qualities bound to have definite differences in their behavior and methods of working. The personal qualities influence the quality of work. 6. Wages: proper wages guarantees certain reasons in standard of living, such as cheerfulness, discipline etc. and keep workers satisfy. This provides incentive to work. 7. Hours of work: long and tiring hours of work exercise have bad effect on the competence of the workers.

8. Downsizing of manpower:
Downsizing of manpower gives the correct picture about the number of people to be employed to complete given task in the predetermined period. It is used for achieving fundamental growth in the concern. It can work out the correct price by the resource building or capacity building. It aims at correct place, correct man on a correct job. Thus, manpower planning is must to make the optimum utilization of the greatest resource available i.e. manpower for the success of any organization.

9. Enterprise Plans
For effective manpower planning, one must start with enterprise plans, which are formulated in the planning process. In planning, opportunities for the enterprise are identified, and objectives are set. Alternative courses of action are developed, evaluated, and selected.

10. Organization Plans
In order to carry out the plans, organizational arrangements must be made.

11. The Management Inventory
It is common for any business, as well as for many non business enterprises, to keep an inventory of raw materials and goods on hand to carry on its operations. It is far less common for enterprises to keep an inventory of people available, particularly managers, despite the fact that the required number of competent managers is a vital requirement to assure success. This kind of manpower inventory can be kept by the use of an inventory chart, is simply an organization chart with managerial positions indicated and keyed with respect to the promotability of each person holding each position. In this connection, appraisal of the abilities of managers becomes an important input for the manager inventory chart because it facilitates the assessment of knowledge, skills, and proficiency of managers. Furthermore, this chart is useful for preparing management and organization development plans to overcome deficiencies in managers and to utilize their potential.

12. Number of Managers Required
The number of managers required depends on the objectives of the enterprise, plans for expansion or contraction, the organization structure, the rate of turn over, and projected retirement of managers. In addition, the individual positions should not be considered as being static. For example, additional authority may be delegated, or the span of control may be enlarged, thereby possibly decreasing the need for manpower. Although the need for determining the number of managers required is stressed here, this approach must be refined. Specifically, the qualifications for individual positions must also be identified so that the best suited manager can be chosen for a given position. An appropriate match between the demands of the organization and the qualifications, needs, and personal objectives of managers benefits both the enterprise and the individual.

13. Analysis of Needs for Managers: External and Internal Source
The needs for managers are determined by enterprise and organization plans and, more specifically, by the number of managers required and the number of managers available as identified through the management inventory. These data, therefore, give rise to demand and supply situations, which require different emphasis in manpower actions. With a high supply of, and a high demand for, managers, the focus is on selection, placement, and promotion. Consequently, efforts are devoted to matching the available managers effectively with enterprise needs.

14. Low supply of and a high demand for managers, on the other hand, require a different emphasis. If the company favors internal promotions - and many firms do -special emphasis would be placed on training and development to enlarge and improve the pool of managers, but this takes time, and planning far in advance of actual needs is essential. For most situations, staffing should be based on MANAGEMENT INVENTORY CHART.

15. Have a nice day!!!