1. MANPOWER PLANNING

2. DEFINITION PROCESS BY WHICH ANORGANISATION ENSURES THAT IT HAS THE RIGHT NUMBER AND KIND OF PEOPLE AT THE RIGHT PLACE AND AT THE RIGHT TIME CAPABLE OF EFFECTIVELY AND EFFICIENTLY COMPLETING THOSE TASKS THAT HELP THE ORGANISATION ACHIVE ITS OVERALL OBJECTIVES….

3. PURPOSE QUANTIFY JOB FOR PRODUCING PRODUCTS /SERVICE QUANTIFY PEOPLE AND POSITION REQUIRED REDUCE DELAYS IN PROCURING STAFF PREVENT SHORTAGE AND EXCESS OF STAFFS COMPLY WITH LEGAL REQUIREMENT

4. PROCESS THE RESOURCE MANAGER IS THE ONE, WHO CARES THE MPP CONDUCTED IN EACH QUARTER. HE IS INFORMED BY RESPECTIVE OPERATIONS MANAGER OF EACH BUSINESS UNIT PEOPLE INVOLVES IN MPP 1.RESOURCE MANAGER 2.OPERATIONS MANAGER 3.RECRUITMENT TEAM

5. PROCESS(CONT.) FIVE ESSENTIAL ELEMENTS: ANALYZING THE CURRENT MANPOWER RESOURCE REVIEWING EMPLOYEE UTILIZATION FORECASTING THE DEMAND FOR EMPLOYEES FORECASTING SUPPLY DEVELOPING A MANPOWER

6. FACTORS AFFECTING MPP 1.LEVEL OF BUSINESS 2.ATTRITION 3.SEASON PLANNING 4.GROWTH IN PROCESS 5.MARKET CONDITION 6.EXPANSION & CONTRACTION

7. METHODS OF D.F & S.F DEMAND FORECASTING 1.BASED ON TRENDS OF ATTRITION IN EACH QUARTER 2.GROWTH PROSPECT SUPPLY FORECASTING 1.BASED ON DEMAND 2.BASED ON CHANNELS OF RECRUITMENT 3.Trends in each channel analyzed

8. STEPS INVOVED IN MPP

9. RATIO ANALYSIS This method involves comparing the # of employees to a workload index. The level of activity in each job may vary from department to department in the same organization For instance – To produce 1000 units of a product, if 100 workers are required the department would require 150 to produce 1500 units.

10. DEFINITION(J.D & J.S) JOB ANALYSIS IS PRIMARY TOOL IN PERSONNEL MANAGEMENT. IN THIS METHOD, A PERSONNEL MANAGER TRIES TO GATHER, SYNTHESIZE AND IMPLEMENT THE INFORMATION AVAILABLE REGARDING THE WORKFORCE IN THE CONCERN. A PERSONNEL MANAGER HAS TO UNDERTAKE JOB ANALYSIS SO AS TO PUT RIGHT MAN ON RIGHT JOB. THERE ARE TWO OUTCOMES OF JOB ANALYSIS : JOB DESCRIPTION JOB SPECIFICATION

11. DEFINITION(CONT.) JOB DESCRIPTION IS AN ORGANIZED FACTUAL STATEMENT OF JOB CONTENTS IN THE FORM OF DUTIES AND RESPONSIBILITIES OF A SPECIFIC JOB. IT IS DESCRIPTIVE IN NATURE AND IT CONSTITUTES ALL THOSE FACTS WHICH ARE RELATED TO A JOB SUCH AS : TITLE/ DESIGNATION OF JOB AND LOCATION IN THE CONCERN. THE NATURE OF DUTIES AND OPERATIONS TO BE PERFORMED IN THAT JOB. NECESSARY QUALIFICATIONS THAT ARE REQUIRED FOR JOB.

12. DEFINITION(CONT.) JOB SPECIFICATION JOB SPECIFICATION HELPS IN HIRING AN APPROPRIATE PERSON FOR AN APPROPRIATE POSITION. THE CONTENTS ARE : JOB TITLE AND DESIGNATION EDUCATIONAL QUALIFICATIONS FOR THAT TITLE PHYSICAL AND OTHER RELATED ATTRIBUTES PHYSIQUE AND MENTAL HEALTH SPECIAL ATTRIBUTES AND ABILITIES MATURITY AND DEPENDABILITY RELATIONSHIP OF THAT JOB WITH OTHER JOBS IN A CONCERN.

13. PURPOSE PURPOSE OF JOB DESCRIPTION FOR HUMAN RESOURCES DEPARTMENT MECHANISM FR RECRUITMENT & SELECTION TRAINING & DEVELOPMENT PERFORMANCE APPRAISAL PEOPLE MANAGEMENT COMPENSATION

14. PURPOSE PURPOSE OF JOB DESCRIPTION FOR EMPLOYEE FOR UNDERSTANDING AND ESTABLISHING TRAINING OBJECTIVES AND DEVELOPMENTAL GOALS / OBJECTS. AS A TOOL TO UNDERSTAND HIS/HER AREA OF RESPONSIBILITY. FOR UNDERSTANDING NEW ASSIGNMENTS AND/OR WORKING CONDITIONS AS A JUMP START FOR RECOMMENDING IMPROVEMENT TO WORK

15. JOB DESCRIPTION PROCESS

16. PROFILE JOB DESCRIPTION(TELE-CALLER) CANDIDATE PROFILE: HANDLING CUSTOMER QUERIES EXCELLENT IN BOTH WRITTEN AND SPOKEN ENGLISH ABILITY TO PROVIDE INFORMATION VERBALLY CLEARLY AND EFFECTIVELY DESIRED PROFILE: +2 OR GRADUATE WITH MIN 0.6 MONTHS EXP. IN TELECALLING COMMITTED, AMBITIOUS AND FRIENDLY. COMFORTABLE IN TALKING TO PEOPLE AND A GOOD LISTENER. DAY SHIFTS ONLY EXPERIENCE : 0 TO 5 YRS GENDER: FEMALE LOC: BBSR

17. COST ANALYSIS THE ACCUMULATION, EXAMINATION, AND MANIPULATION OF COST DATA FOR COMPARISONS AND PROJECTIONS. WHEN LARGE COMPANIES HIRE THOUSANDS OF EMPLOYEES PER YEAR, THESE COSTS CAN TAKE A SIGNIFICANT PORTION OF THE HR BUDGET AND THE TOTAL OPERATING EXPENSES. SUCCESSFUL START-UPS AND DOT-COMS ARE ALSO FEELING THE SQUEEZE. AGENCY FEES OF 20 TO 30 PERCENT OF THE NEW HIRE'S BASE SALARY

18. ANALYSIS WHETHER YOU ARE USING THE NEW ELECTRONIC METHODS OR THE TRADITIONAL HIRING TACTICS, HAVING A STANDARD AND EFFECTIVE WAY OF MEASURING YOUR COST PER HIRE IS ESSENTIAL TO EVALUATING YOUR RECRUITING EFFECTIVENESS AND EFFICIENCY, INCLUDES SIX BASIC ELEMENTS TO CALCULATE COST PER HIRE: 1. ADVERTISING 2. AGENCY AND SEARCH FIRM FEES 3. REFERRAL BONUSES PAID TO EMPLOYEES 4. TRAVEL COSTS INCURRED BY BOTH RECRUITERS AND APPLICANTS 5. RELOCATION COSTS 6. COMPANY RECRUITER COSTS (INCLUDING SALARY AND BENEFITS PRORATED IF THE RECRUITER PERFORMS DUTIES OTHER THAN STAFFING)

19. DATA TAB.. Position Title No. of Position No. of position filled Ad. cost Consultant Cost Job portals Stationary expenses Conveyance Cost Telephone/I nternet Expenses Other Cost Interivew Cost Induction & Orientation cost Training cost Total Expenses Cost per Employee Telesales Ex.10 500070,0000250010001500 50000001,30,00013,000

20. C.A : RECRUITMENT(TELECALLER )

21. CONCLUSION MANPOWER PLANNING PLAYS A VITAL ROLE IN HUMAN RESOURCE ACTIVITY OF AN ORGANIZATION. HUMAN RESOURCE IS AN ASSET TO EVERY ORGANIZATION. MANPOWER PLANNING MAINLY INVOLVES DETERMINING THE NEEDS AND SUPPLY OF HUMAN RESOURCE AND THE AVAILABLE SOURCES. THE ORGANIZATION SHOULD MAKE MANPOWER PLANNING IN SUCH AWAY THAT IT SHOULD SATISFY BOTH ORGANIZATION AND EMPLOYER AT A HIGHER LEVEL. IT RESULT IN CREATING WORKING ENVIRONMENT AND MAINTAIN BETTER EMPLOYEE AND EMPLOYER RELATIONSHIP.

22. REFERENCE GOOGLE.COM SCRIBD.COM CITEHR.COM ROBBINS(ORG PSYCHO)