Hansa 4sem Project Report

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Executive Summary

During the past half century, the focus of development of human resources for

health (HRH) has evolved from increasing the numbers of conventional health

personnel, through efforts to improve the education of all health workers, current

attempts to increase their effectiveness and the quality of their work. Since 1976

the official policy of the World Health Organization (WHO) has been to

encourage the integration of health services with development of health

personnel. This concept, known as coordinated health and human resources

development, stipulates that planning, production, and management functionsfor HRH should be a unified process, that human resources must serve the

needs of the health system, and that the health system must serve the needs of

the people.A major goal of this work was to identify the important issues in HRH

development as well as the factors that impede progress. Developing countries

have experienced imbalances in the numbers and types of health personnel

trained as well as in their function and distribution and in the quality of their

training in relation to future responsibilities. Furthermore, insufficient attention tothe economic aspect of HRH planning has led, in some cases, to the training of

more high-level personnel (e.g., physicians) than the economy of a developed

country can support. Since the cost of training a medical auxiliary is a small

fraction of the cost of training a physician, improved HRH management and

planning could lead to more effective allocation of human and financial

resources.

Among the obstacles to HRH development in many countries are misplaced

priorities, lack of coherent policies and appropriate planning processes,

inadequate management capacity, poorly developed methodology, and lack of

essential information. Decision makers may be overwhelmed with routine health

statistics yet unaware of or unable to use results of HRH research. Thus there is

need not only for research in this area but, more importantly, to make data from

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HRH studies accessible to those responsible for HRH planning. An analytic

approach to HRH development should consider supply and requirement

projections as well as determination of proper staffing standards and mix. Use of

modeling may facilitate making HRH projections that account for interactions

among many variables. Although most of the work with modeling thus far has

been done in developed countries, notably the United States and Great

Britain,this technique has potential applicability as a planning tool in developing

countries.2 Riitta-Liisa Kolehmainen-Aitken Recommendations for future

work include increasing the visibility of HRH on national policy agendas and

developing tools to improve the productivity, efficiency, and allocation of

personnel. In particular, DDM collaboration with others active in this field would

facilitate both the development and implementation of HRH models and of a toolkit for HRH planning, training, and management. Data for Decision Making

Project

COMPANY PROFILE

Welcome to Kataria Automobiles

We are Renault, Audi/Volkswagen, Peugeot specialists, however all other makes

and models are catered for with equal expertise. We are a fully accredited

Kataria Car Service Garage and, as such, can offer our customers the very best

in terms of service, skills, technical expertise and advanced diagnostic

equipment. At Auto Workshop our principal aim is to deliver quality work at a fair

price and to the customers complete satisfaction. Kataria Automobiles offers alltypes of service and repairs as well as tyre supplies and a 24 hour recovery

service. Happy to work with any make or model of vehicle they also specialize in

Peugeots and Citroens as well as Vintage and Classic Cars.The business is

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soley owned by Barry Garlic who has an experienced team of highly skilled

mechanics.

Specialists In: 1 Braketester Upgrades & Peplace Ments 2 Rooler Recoating 3

Workshop Equipment Sales 4 Work Equipment Services & Prpair

Auto Workshop was established in 1998 and in 2009 became an authorized

Kataria Automoblies. This partnership has further enhanced our professionalism

and the quality of service we are able to offer our customers.

As a member of the Kataria Automoblies national network of independent

garages we:

1 Are small enough to offer personal service

2 Are fully equipped to service and repair todays technologically advanced

vehicles

3 Only use quality OE parts or parts of equivalent standard

4Invest in the latest diagnostic equipment

5 Have skilled, trained technicians

6 Represent real value for money.

Customer Care

Kataria Automoiles (kam) has successfully secured approval for its consumercode of practice under the OFTs Consumer Codes Approval Scheme.

Auto Workshop adheres to this Code of Practice and our aim at all times is to:

* Provide our customers with a professional, efficient and friendly service

* Provide knowledgeable, sound advice on technical and mechanical problems

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* Endeavour at all times to provide the highest standards of workmanship

* Provide our customers with value for money

We also take part in a mandatory programme of quality and performance checks

as well as an annual audit to ensure our standards are maintained at all times.

Why Kataria Automoblies ?

KAtaria Automoblies is the largest independent manufacturer of automotive

components and vehicle systems in the world and over 90% of todays modern

vehicles are fitted with KAtaria Automoblies products or technology. KAtaria

Automoblies is at the leading edge of engine development and is therefore able

to provide its member garages with the support and expertise needed to serviceand repair the modern, technologically advanced motor vehicle.

Maintenance

Before starting your vehicle, just briefly walk around to visually check-

Tyre pressure and condition

1 Any Oil Leaks

2 Any Coolant leaks

3 Wiper Blade condition

4 Body Scratches deep enough to cause rust

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5 Rear View Mirror condition

6 Top Wash

7 Remove any leaves, dirt etc.

While doing the inspection-

1 Do not Touch or Open Radiator Cap when Engine is Hot.

2 Do not fit non-genuine accessories that may affect performance.

3 Do not use Non Genuine Spares. Use only Marutis Genuine Parts.

4 Do not park in sun for too long. Park under shade.

5 Start vehicle periodically if parked /unuseServicesd for long.

Auto Workshop specialises in Renaults, Audi/Volkswagens and Peugeots, but we

work on all makes of cars with equal expertise. Customers can be confident that

their vehicles are in good hands because:

1 Our mechanics are highly trained technicians

2 We use the latest Kataria equipment and technology in servicing cars3 We only use genuine parts or parts equivalent in quality to the original

equipment

4 We service each vehicle to the highest level of manufacturers specification

5 No work is undertaken without the customers authorisation and all our work

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and parts are guaranteed.

6 We are covered by the OFT Consumer Codes Approval Scheme

7 When you have your car serviced at a Kataria Automoblies, your

manufacturers warranty remains unaffected.

Skilled and experienced technicians

Our team of skilled technicians have a combined experience of over 14 years in

mechanical and technical expertise. They also take part in the Kataria Training

Courses where they are trained on the latest technologies, using the most up-to-

date diagnostic equipment to ensure their skills are maintained and updated on a

regular basis.

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Mot Testing

The Vehicle and Operator Services Agency (VOSA) regulate the MOT

programme, which ensures that all vehicles over three years old meet minimum

road safety and environmental standards.

Important information:

1 All India cars 3 years old or more require a valid Kataria certificate by law.

2 Road Tax cannot be renewed without a current Kataria

3 Vehicles may be submitted for an Kataria up to 28 days before the test is due.

4 Katarias take approximately 1 hour to complete

5 If your vehicle fails, we will notify you of all necessary repairs, together with the

cost to correct them.

We can carry out Kataria Tests on both petrol and diesel cars and are happy to

provide advice on the MOT testing criteria and/or discuss any issues that arise

from the results of the MOT Test.

Working Time

The last Kataria of the day is at Monday - Saturday and Sunday Off\

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Buying Tips

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I wanted to put in as much information as possible to educate my readers. I have

received feedback from people telling me that they dont have time to read all of the

pages so I have created this slimmed down version of the information. In order to

get the best deal on a new car, you need to understand that the dealer is playing

with a stacked deck. As we show in the introductory chapter of our complete article,

you are basically involved in a shell game. By following the steps on this page, you

will be able to take away the dealers house advantage and get the best possible

deal on your new car.Determining a fair price

Before you do anything else, you need to determine what a realistic, fair price is to

pay for the vehicle that you want.In order to figure out the fair price, you will need the

invoice pricing for the vehicle. There are two places to get invoice pricing.

FightingChance sells a package (for $35) that includes the invoice pricing data as

well as other valuable information like current dealer inventories and deals that

others have gotten.Although they charge you $35.00, the money you spend can end

up saving you 1000s.Using competition to your advantage

After figuring out the fair price, the next thing you should do is fill out a free quote

request from all of these web site. sIt only takes a few minutes to fill out each form

and using all the sites, will guarantee that you will have the maximum number of

dealers to negotiate with. The more dealers that you work with, the higher the

likelihood that one will sell it to you at the lowest possible price.Getting your financing in order

Most people are not aware that shopping around for financing is another way thatyou can save money. Lets just end one of the biggest myths of car shopping right

here. The dealership is not the only place where you can get new car financing.Figure out your trade-in value

It will be up to you to decide which way to go. Trading in will be simpler and easier

but you will get a higher amount for your used car by selling it privately. You will also

need to consider the savings on sales tax that you will receive by trading in your

used car. The trade-in value of your used car will reduce the taxable amount of your

new car purchase by the value of your used car trade-in. You can play with thenumbers on the offer spreadsheet to help you decide what to do.

Negotiating your new car purchaseNow that youve determined a fair price, figured out expected trade-in value, and

received new car finance rates, its time for the negotiations to begin.By this time,

the forms you filled out at InvoiceDealers, Yahoo!Autos, Autos.com, Edmunds.com,

Cars.com, MyRide.com and CarsDirect should have yielded many dealer contacts.

The key to getting an accurate picture of the dealers offer is to request that they

give you the out-the-door cash price excluding rebates, incentives or trade-ins. Theprice should include all dealer added fees. At the beginning, dont let them use your


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Home > Maintenance Tips

Maintenance Tips

Maintenance Tips

Take care of Engine

The Heart of A Vehicle Ask your auto mechanic to thoroughly check the engine

every time you take your car for servicing.

Check Engine Coolant

Proper temperature of cars engine is important, hence you should check you

engine coolant for right level. If the engine coolant is low, it results in overheating

of auto engine.

Check for Smooth Functioning of Timing Belt

If it doesnt then, just replace it to avoid an serious engine damage that can be

heavy for your pocket.

Calibration of the Engine Oil

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Regular checking and calibration of engine oil ensures engine breakdown.

Smooth performance of the automobile engine helps to increase the lifeline of

your vehicle.

Clean the Radiator

Radiator debris should be cleaned with a soft brush. Whereas detergent solution

can be carefully used to clean the exterior of radiator.

Never Spray Water On Hot Engine

his might lead to uninvited troubles and may damage your cars engine.

Hydraulic Reservoir Should Also Be At An Optimum Level

Keep the hydraulic reservoir at optimum level with the fluid type.

Avoid Idling

You will surely boost up the lifeline of your dear vehicle, if you do this. Avoid

keeping your car idle for longer period as during this process, the oil is not

distributed to different parts of the engine.

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Contact Us

Contact Person:

First Name = Suraj

Last Name = Kataria

Address:

Kataria Automobiles Pvt Ltd.

122, Narayanpuri

Sirsi Road , Jaipur 302001 (Raj)

Phone No:91-9414468024

INTRODUCTION

Manpower Planning

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Personnel management is productive exploitation 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. Introduction:

Human resource planning means deciding the number and type of the human

resource required for each job, unit and the total company for a particular future

date in order to carry-out organizational activities. Personnel management is

productive exploitation of manpower resources. This is also termed as

Manpower Management. Manpower Management is choosing the proper typeof people as and when required. It also takes into account the upgrading in

existing people. Manpower Management starts with manpower planning.

Human resources may be broadly defined as the sum total of all the skills and

capabilities both inherent and acquired - of an organizations entire

workforce. Human Resources Management (HRM), for it to be effective, must

appropriately deal with the aptitude, attitude, talent and skills of each individual

employee within the organization.

The objective of Human Resource Management must be to evolve a suitable

process whereby employees perform optimally and the goals of each individual

employee as well as the organization are met. This can be further understood by

taking a closer look at the scope of Human Resource Management

Definition and importance of manpower Planning:

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Planning is nothing but using the available assets for the effective

implementation of the production plans. After the preparing the plans, people are

grouped together to achieve organizational objectives.

Planning is concerned with coordinating, motivating and controlling of the various

activities within the organization. Time required for acquiring the material, capital

and machinery should be taken into account. Manager has to reasonably predict

future events and plan out the production. The basic purpose of the management

is to increase the production, so that the profit margin can be increased. Manager

has to guess the future business and to take timely and correct decisions in

respect of company objectives, policies and cost performances.

The plans need to be supported by all the members of the organization. Planning

is making a decision in advance what is to be done. It is the willpower of course

of action to achieve the desired results. It is a kind of future picture where events

are sketched. It can be defined as a mental process requiring the use of

intellectual faculty, imagination, foresight and sound judgment.

It involves problem solving and decision making. Management has to prepare for

short term strategy and measure the achievements, while the long term plans are

prepared to develop the better and new products, services, expansion to keep

the interest of the owners.

DEFINITIONS

Planning is nothing but using the available assets for the effective

implementation of the production plans. After the preparing the plans, people are

grouped together to achieve organizational objectives.

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Planning is concerned with coordinating, motivating and controlling of the various

activities within the organization. Time required for acquiring the material, capital

and machinery should be taken into account. Manager has to reasonably predict

future events and plan out the production

manpowerplanningdefinition : manpowerplanning n a procedure used in

organizations to balance future requirements for all levels of employee with th

manpowerplanning - definition ofmanpowerplanning from

BusinessDictionary.com: Estimating or projecting the number of personnel withdifferent skills

What Is Manpower Planning?

It can be used to determine how many workers are needed at any given time on

a particular project, on all projects combined, or to determine the labor cost for an

operation, project or projects

. What is Workforce Planning?

In its simplest terms workforce planning is getting "the right number of people

with the right skills, experiences, and competencies in the right jobs at the right

time."

SCOPE OF MANPOWER PLANNING

I. Scope of work

The expert/agency would be required to carry out the activities indicated below: -

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(i) To study the existing staff strength, applicable administrative rules, vis--vis

the existing Recruitment Rules(RR) of IIFM, its anomalies or shortcomings taking

in to consideration, the broad guidelines/recommendations of VIth Central Pay

Commission as accepted by the Government of India, and to propose a modified

RR, which is free from anomalies, ensure equal and uniform carrier opportunities

to maximum employees/positions.

(ii) The proposal should contain proper monitoring, evaluation and rewarding

system in order to inculcate motivated, committed competitive working

environment within the Institute.

(iii) The proposal must be commensurate with the aims, objectives and activities

of the Institute as envisaged in the Perspective Plan 2006-16 and must reflect the

future manpower requirement.(iv) The proposal should take into account the latest HR trends/tools for

motivation for improved organizational environment and in tune with the

emerging IT and e-governance applications in official working environment.

(v) The proposal should be transparent to encourage fairer working environment,

healthy competition and result oriented career opportunities and suggested

measures should be able to remove all anomalies in the existing RRs.

(vi) The farming of recruitment rules should be based on the existing

HRPlan/Rules prevalent in IIFM and in similar academic Institutions having GOI

pay scales for non-academic categories of employees.

(vii)The approved Expert/Agency will be required to make three stage

presentations during the course of preparation of draft manpower plan / report.

Stage I : After feedback form the existing staff, study of existing Recruitment

Rules and proposed an HR module for consideration for the propose of H R

plan.Stage - II : Preparation of draft proposal as per the selected HR module at

stage Iwith a detailed report of the existing Recruitment Rules, proposed

Recruitment Rules with advantages envisaged with each position / identified

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group of employees along with the procedure from monitoring, evaluation and

rewarding. Stage III: Final report including the suggested and finalized

modification in preparation of Final HR Plan / Report including suggested

modification at stage I & II, above.

(vii) Suggest appropriate organizational structure including the reporting system.

The design of organizational structure should be framed based on the best

suitable practices as applicable in Government Undertakings / Autonomous

Organizations.

(viii) Framing of Rules, Regulations and preparation of Manual of procedures for

day-to-day functioning / activities of the Institute, keeping in mind the IT

enabled processes and modern Office environment.

(ix) Develop a system aiming at institutional excellence, Service delivery

standards and Mission statement with regard to effective manpower utilization

/ development.

(x) Develop a Strategic Action Plan for achievement of objectives of IIFM through

motivation of its employees.

(xi) Draw an HRD action plan for implementation by the authority indicating

structure, position description of responsibilities, competency criteria (Job Details

and Job Description) and pay scales/ compensation position wise skill

requirements, responsibilities output and overall accountability.

(xii) Identification of projected staff requirement as per the need based on

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Plan of IIFM 2006-2016. Suggest procedure for meeting the occasional and

additional man power requirement with clear terms and conditions for contractual

employment / vacancies.

(xiii) Suggest mechanism for pooling, manpower, facilities and resources under

various related activities and redeployment plan, if need be.

(xiv) The proposed Rules and Regulations in the HR Plan / Byelaws should be in

consonance with GOI guidelines and keeping in view the best practices followed

in other reputed government bodies / organizations. Devising suitable

mechanism for interface with existing employees for feed back during drafting of

Rules and Regulations along with ensuring inclusion of considered opinion, whiledrafting Rules and Regulations.(xv) Suggesting mechanism / procedure for

delegation of authority appropriately at different level / positions as envisaged in

HR Plan.

II Implementation Plan :

The details, as mentioned in scope of work, are indicative only. Any other

item/matternot specifically indicated above, may be specified by Rules and

Regulations or in respectof which a provision is to be made by Rules and

Regulations, shall be deemed to havebeen incorporated with in the scope of the

assigned study. The scope of work includescollection of all preparatory

documents required for initiating preparation of the Rules.Omission of specific

reference to any of the activities in the scope of work shall notrelieve the

expert/agency of its responsibility to provide a consultancy service, as complete

package, for structuring and operationalising the Plan.

III Schedule for completion of the assignment

The assignment is required to be completed within two months from the date of

award of work. Selected Expert/Agency is expected to prepare a plan with clear

strategy/procedure for structuring and operationalization of RR, in consideration

with long term perspective (30-40 years) , well beyond the Perspective Plan

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(2006-2016) period to ensure maintain continuity and consistency in H R Plan

implementation in IIFM.

IV Deliverables The consulting expert/agency is required to prepare and

deliver the H R Plan document as per the scope of work and should clearly state

the assumptions made indicating the sources of data. Progress report of work as

per aforesaid stages followed with presentation (mentioned above) be made

during the preparation of Byelaws /Recruitment Rules. Detailed final Plan for the

complete assignment should be finalized in consultation with designated

authority / officials of IIFM by 7th week from the date of award of work. Final

report will be submitted at the end of 2 months period as mentioned above.

It may be difficult to write succinctly about the scope of Human Resource

Management as it is rather wide and far-reaching. However, for purposes of

convenience, the scope of HRM can be divided into three different segments:

Personnel This pertains to recruitment, training, man-power planning, posting,

performance appraisal, sustaining employee morale, transfers, promotion,disbursement of wages, retirement benefits etc.

Welfare This relates to providing proper work conditions, leave, medical

facilities, canteen, rest rooms, workmen safety, social security, transport, etc.

Industrial relations This is a highly responsible and sensitive area and includes

interacting with the unions, addressing grievances, disciplinary proceedings,

dispute settlement, compliance with statutory requirements etc.

MANPOWER PLANNING SYSTEMOBJECTIVES

Assessing skill requirement in future.

Determining training & development needsof the organisation.

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Anticipating surplus or shortage of staff &avoiding unnecessary detention or

dismissal.

Controlling wages & salary casts.

OBJECTIVES OF HUMAN

RESOURCE PLANNING

Ensuring optimum use of human resource in the organization.

Helping the organization to cope with the technological development &

modernization.

Ensuring higher labour productivity.

Ensuring career planning of every employee of the organization & making

succession programmers.

(a) To recruit and retain the human resource of required quality and quantity

(b) To foresee the employee turnover and make the arrangements for

minimizing turnover and filling up of consequent vacancies

(c) To meet the needs of the programmes of expansion, diversification(d) To foresee the impact of technology on work, existing employees and future

human resource requirements

(e) To improve the standards, skills, knowledge, ability, discipline etc.,

(f) To minimize imbalances caused due to non-availability of human resources

of the right kind, right number in right time and right place,

(g) To make best use of its human resources and

(h) To estimate the cost of human resources

IMPORTANCE

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There is no denying the fact that the continual positive development of a

business is owing to its effective planning. Making preparations and

arrangements on the basis of what is expected to happen and performing

tasks in an organized and capable way is one of the important roles of

management in that it involves effective planning process. It is through the

process of planning as well as designing the organizational structure by

assigning an assortment of responsibilities to the employees that business

organizations may accomplish their set objectives. The concept that the

right person should be employed at the right place and at the right time is

vitally important to a business as it includes a wide and comprehensive

range of activities in relation to the management of man while it entails

man power planning, at the same time, being focused on the effectiveutilization of existing human element as well as fulfilling future needs of

manpower in the organizations whenever the situations necessitate. Man

power planning is the process of determining manpower requirements

and the means for meeting those requirements in order to carry out the

integrated plan of the organization. Man power planning is indispensable

for an organization to perform the activities efficiently as well as in a way

that produces desired results. It should be apparent that the organizational development as well as the

success of the business is on account of highly competent people that a

business organization keeps. Man power planning is one of the key

functions of human resource management that manages to maintain the

good will of a business while giving duly importance to the M (for Men or

human element) than that no other M (Machine, Material or Money) is

more valuable. It endeavors to the organizational development in totality

as well as the success of the business respecting the skills of the

employees, their knowledge, experience and talents. It is concerned with

effective recruitment and selection process in order that the skilled

workers may be made available each and every time that a business

requires. Manpower planning is of great significance for various reasons

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inventory. It encompasses detailed information about each employee. It is

through this activity that the overall value of an employee to the

organization is determined while it involves analyzing the factors such as,

which type of workers need to be hired; whether the remuneration is as

good as or slightly better or lesser than others. Adding emphasis on

sustaining the skilled workers, man power audit also analyses the factors

that interest the employees to leave the current jobs and move elsewhere

in order that the necessary measures may be taken leading to the

maximum utilization of human resources.

Manpower planning is vital to be in employees best interests as well as

organizations. In addition to undertake proper recruitment methods whileimplementing appropriate selection procedures for the right candidates

and preserving the talents of the employees, it focuses on the requirement

and the arrangement of training and development programs for the

employees who need so as to equip them with their jobs requisites and

activities. It is focused on the promotion procedures for those who are

skilled and can take challenge of doing more advanced tasks than that are

being performed currently. It is by means of manpower planning process

that the inefficiencies of the employees are observed that necessary

training may be provided, while it maintains morale of the employees. The

process of manpower planning produces such results that improve

productivity; the employees may become more efficient and their

performance may be more effective. In this way, they can contribute

greatly to the total organizational development and the success of a

business that depends upon quantity and quality of human resources.

Human resource planning is a process that identifies expectations andstructure for manpower in a business. It could also be viewed as a

strategic operational process that is used to address various issues such

as long lags in filling positions within an organization, demographic shifts

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or changes in the economy. The actions and activities that are formulated

in human resources planning impact the success of business operations.

Forecasting is a way to identify the personnel necessary to perform

thejob duties of business today while seeking what the needs of business

will be in the future. Often times this includes reviewing the skill sets,

abilities as well as the experience needed to successfully perform on the

job Forecasting towards the future predicts retirement trends that could

occur,which increases the chances of having a supply of candidates that

are able to fill these positions. Strategically, forecasting can eliminate the

loss of money from possibly vacated positions or the inability to fill

positions.

Accountability of Inventory Understanding the vision of an organization

is an avenue which is useful in outlining the requirements from a human

resources perspective. Knowing the people that currently work in an

organization is part of planning and looking at all aspects of the situation

to make the most resourceful plan that can be executed in an efficient

manner. Inventory looks at individuals and skill sets that are present in theorganization. The revelations made during inventory can be used to

compare current human resource requirements with future requirements

that could be influenced by economic factors. (See Reference 2)

Job analysis As times change and job responsibilities change in an effort

to respond to the challenges in an organization, it becomes strategic to

reviewjobs in detail. With job analysis, a methodology is used to collect

information about a job which includes job descriptions, specifications or

an overview of what is expected of the person that holds the position. Job

analysis is a tool that develops people within the organization, which

affects the bottom line of business -- effective manpower.

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Auditing looks at the past, present and future of business actions.

Strategies that develop in a human resource plan review labor turnover,

age, training costs, employee absences or any information that is related

to human resources to predict what could possibly happen when certain

elements are factored into the equation. This examination of data is a

resource of information that patches together a plan of action of what

works well in the organization and what may not.

MANPOWERSYSTEM

Once the corporate objectives , strategies and plans are outlined, the directionsare filtered down to the business units and departments, involving all levels of

management in the organizational planning process. The business units

management and departments management work closely with the HR

management to determine the people requirements to achieve their objectives.

Manpower planning has five essential elements:

Analyzing the current manpower resource

Reviewing employee utilization

Forecasting the demand for employees

Forecasting supply

Developing a manpower plan

While these can be seen as sequential steps, in practice thinking about

manpower can begin with almost any of these. This is what makes manpower

planning a dynamic process. For instance, a manufacturing function might want

to introduce new machinery that will do a job to a better standard and more

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quickly. To justify the expenditure, the manufacturing manager will be expected

to show a saving on labour, which may translate into fewer people. In another

case, a downturn in business may provoke an urgent drive to reduce overheads

and cuts in office staff. The point is that manpower decisions have been triggered

outside the HRM function, and most certainly outside the hands of anyone who

carries the title of manpower planner.The other point that the two examples

highlight is that planning can have a short, medium-, and long-term aspect. The

long term is necessary to provide a framework for managing broad trends.

Long-term planning should be done regularly and systematically, and plans kept

under review. The short to medium term, however, is what matters to most

managers.

Benefits of Manpower Planning

Manpower planning allows an organization to not only determinethe number of people it needs but also the required skills. It therefore

points out the workforce that needs to be recruited and the sources for

the same. If this exercise is properly done then it aids in ensuring that

recruitment does not become a haphazard activity. Over staffing and

under staffing can cost a lot to the company and a properly conducted

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manpower planning exercise can help an organization to avoid the

same.

Effective manpower planning helps the organization to identify and

use the right person for the right job. This can help in controlling andreducing attrition in the long run and improve the processes as well.

Manpower planning goes hand in hand with the strategic business

plan of the organization. As such a properly conducted manpower

planning exercise will ensure that needs of the customers are met with

consistency since this activity is conducted keeping in mind the

production needs of the organization.

Competency of the workforce will improve with manpowerplanning since the skill requirements are charted out properly.

Growth of the workforce will also occur as a result of this exercise

since training and development is used extensively and manpower

planning also aids in having a well thought out process for career

development and succession planning.

MANPOWER IS THE BACKBONE OF THE BUSINESS

Manpower is the backbone of a business enterprise and for an

organization to be truly successful the human relations department needs

to work in tandem with the other core business functions like operations,

marketing and sales. For optimum results in business, manpower planning

is extremely important since only the right mix of employees with the

correct skill sets can deliver the goods for the company. Therefore

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manpower planning is an exercise that allows the organization to identify

the right kind of people needed for a particular job and these people are

then brought on board.

Staffing for the organization is done keeping in mind the present and

future plans of the organization. Achieving an optimum employee mix is

inordinately crucial to really capitalize on economies of scale and also to

achieve competitive efficiency in the business. Manpower planning

therefore is done to basically chart out the manpower requirements of the

organization keeping in mind its short term and long term production

needs. It has a cascading effect on not only the cost but also crucial

aspects such as succession planning, organizational stability and growth.

To effectively conduct a manpower planning exercise the present and

future requirements and needs of the organization need to be taken into

consideration. These are then compared with present manpower figures

and predicted future resources. Appropriate steps are then taken to bridge

the gap and achieve an optimum manpower figure. For e.g.: Based on

future needs an organization may either hire or reduce its manpower

strength or it may need employees to be trained in different skill sets.

Different companies conduct manpower planning exercise for differentperiods ranging from a quarter to ten year plans.

The future staffing needs are ordinarily determined taking into

consideration certain factors such as:

Future production and sales figures (forecast)

Any perceived changes in the technology

Changes in productivity, efficiency of labor after training and

development activities

Changes in legislation and government policies

Changes in employment policies

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Steps in Manpower Planning:

Organizations usually profile the current workforce taking several

factors into consideration such are number, age, gender, skill sets,

experience etc.

In quantitative terms manpower planning starts off with

determining the number of people needed in the company. This is done

considering aspects such as budgets, time study etc. Qualitative aspect

of manpower planning includes analyzing the present skills required by

the workforce and this is done through job descriptions, job analysis etc.

Future needs are chalked out in terms of the number of people and

skills needed.

Training needs of present workforce are determined and

promotion and succession plans are chalked out for the employees.

Changes in terms of predicted attrition and retirements are

considered and sources of manpower are identified

Human resources planning in the broadest sense includes both strategic and

operational human resource planning as a continuous process rather than an

activity limited to a fixed segment of the business planning process.

Often HRP is considered to be a human resources program rather than a

necessary business activity. Operationally driven managers often forget the real

purpose of planning. By definition, the strategically driven human resource

function will be devoted to finding ways to help the organization gain important

advantages over its competitors.2 Those advantages are often described in

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terms of the capacity that a business has with which to pursue its objectives.

The capacity of an organization to achieve its strategic objectives is influenced

by human resources in three fundamental ways: cost economics; capacity to

operate effectively; capacity to undertake new enterprises and change

operations.3

This discussion is divided into sections covering planning, workforce planning,

management resources planning and a summary.

PLANNING A BUSINESS STRATEGY

There are numerous considerations that the human resources professionals

must take into account. For instance: Inconsistencies between culture and

strategy can severely impair the successful pursuit of a given course of action.4

Often the political aspects of producing a viable plan are insurmountable

obstacles to overcome; as are other primary factors such as the process itself or

the plan measurements. Only the most seasoned corporate politician often has

enough sensitivity and negotiating skill to achieve the pre-planning buy-in of the

critical powers.

The concept of planning boiled down is that in order to determine the direction for

human resource plans you must have a series of questions that your

organization needs to answer in order to predict and perhaps control some of the

major change areas for the future. This means that you begin by asking the right

questions the questions which, if asked regularly and systematically, will force

you to produce answers of maximum value in shaping your future human

resources.5

It is also important to look at the planning activity from an activity standpoint.

From an operational view human resources planning is the analysis of human

resource requirements of organizations and the related needs for managementpolicies, programs and resources to satisfy these requirements. As is shown by

Figure A, human resources planning is critically interdependent with all aspects

of the business. A human resource strategy is a critical component of the firms

corporate and business strategies, comprising a set of well-coordinated

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objectives and action programs aimed at securing a long-term, sustainable

advantage over the firms competitors. A human resource strategy should be

consistent with the firms corporate and business strategies, as well as with the

other managerial functional strategies.6

The primary objective of people responsible for doing human resources planning

is to acquire, develop and implement the technology, tools, expertise and

resources necessary to effectively do Human Resource Planning and

Development as an integral part of the business planning processes. It must not

be done in a vacuum. Human resource

strategies should be developed within a companys strategic business planning

process.7 The strategy that is often the basis for the planning process is to build

networks of internal human resources professionals and external humanresources professionals that will promote the sharing of information, technology

and tools to be applied to the Human Resource Planning and Development

activities; Collect, evaluate and implement tools, processes and resources;

integrate tools and resources into a consistent strategy which uses existing

resources whenever possible. Again and again it is important to make sure that

the process is a legitimate piece of the company plan. Human resource strategic

planning takes place within the overall corporate / total organization strategic

planning model.8 They will consult with and to human resource managers and

line management to achieve a high utilization of tools and resources to achieve

functional goals. Those goals include creating and implementing a workforce

inventory and forecasting tool customized for Line Organizations; and creating

and consulting on custom management planning tools and strategies for line

Organizations. The model shows the relationship of internal factors and external

factors as they relate to the human resources issues. They are factors that not

only create; but also shape and change the issues. The business plan usually

establishes the basic environment within which other variables impact in order to

determine those issues. Out of those issues grow the human resources

strategies and plans that are most often developed and implemented by and with

the assistance of the human resources department.

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LONG-TERM PLANNING for SHORT-TERM SUCCESS

Often, however, operating pressures move all of the planning from a longer-term

focus to a short-term one. That normally tends to create an environment within

which the plan cannot be fully successful. Over-reliance on short-term planningcan be quite costly. Ample lead time is required to recruit or develop talented

personnel, and reaction management that responds to short term events or

needs will usually limit the choices of options or endanger longer-range economic

plans.9

As most planning models would indicate, the planning processes need to be

circular and connected dynamically. The link between human resource planning

and business strategic planning is vital if personnel programs and systems are to

be attuned to the changing needs of an organization.10

The relationship between short and long-term planning goals and activities are

shown in Figure B. This is a dynamic model. If you consider each of the four

boxes as analogous to the legs of a four-legged stool, you can see the impact of

removing one leg of the process. The impact of not doing long-term human

resources planning is to cause the overall business plan to be limited to current

human resources in trying to accomplish the plan. To achieve most long-term

business plans requires some change in human resources from current state to

the necessary state. The business goals achieved are often less that those

possible with successfully implemented human resource pla

WORKFORCE PLANNING

In exploring the strategic human resource issues, a basic step is to determine if

the organization has the ability to execute its strategies.11

Workforce inventory and planning is an integral part of human resources

planning. It is where the greatest amount of energy is usually spent because it is

the most quantitative part of the planning activity. People who view workforce

planning as being the total work of HRP define human resources planning as

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planning for the corporation so as to have the right numbers of people at the

right time, at the right place and with the right skill.12

Necessary to any business success are strategies, components, and tool

development. Workforce planning strategies that are necessary to success are:

to become a part of the business and operations planning teams; and to

automate the collection, processing and analysis of quantitative data. It is

apparent that any attempt at having the line management do useful and credible

workforce planning is dependent upon that availability and use of automated

capabilities that remove the numbers crunching aspect of the exercise and

allow the manager to concentrate on the qualitative and forecasting part of the

plan. The two essential building blocks for human resource planning are: a

comprehensive human resource information system; and a basic business plan.Note that every aspect of the model is interdependent with every other aspect.

The workforce planning components that make up the plan include a workforce

forecast / business plan, current workforce inventory and adjustments, and

workforce change needs. The forecast / business plan is a listing of all labor

required to meet business plans. It is usually forecasted by fiscal year quarter

and by job classification (long-term goals should be to do forecasts by skill needs

instead of job classifications). The current workforce inventory and adjustments

component is a listing of all employees by labor category, job classification

anfiscal year quarter. Anticipated changes in the population and workforce due to

attrition, college hiring, promotions, job

The workforce change needs component is the part of the workforce plan thatstates the differences between employee workforce projections and plannedbusiness workforce needs by group, job classification, fiscal year quarter, etc.Human resource forecasting involves making projections of both the

organizations personnel needs and the available supply of qualified and skilledpeople. To the extent that these projections of demand and supply are not fully

compatible, detailed strategies will need to be developed to fill whatever gaps

may exist.14

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A workforce planning tools development program is usually necessary even in

the most experienced organizations. It often includes steps such as:

1. Develop a capability for computer based personnel database manipulation and

analysis

2. Determine inventory reporting data and format needs of organizations

3. Construct one set of reporting formats for workforce inventory and planning

4. Introduce and modify workforce-planning tools to the line organizations and

consult to organizations on technology, process, tools and quality.

The more different technical skills there are involved in the design, manufacture,

marketing, and sales of a product, the more vulnerable the organization will be to

the critical process, and the higher the interdependence among the variousspecialists. The higher the interdependence, the greater the need for effective

integration of all the specialties because the entire process is only as strong as

its weakest link.15

As can be seen in the model and suggested process in Figure C the process is

continual and circular. Almost every aspect of workforce analysis and planning is

subject to the change made in any other aspect. The interdependence of all parts

of the process is important; but the external variables are just as important.

Consider, for instance, the impact of something as unpredictable and simple as a

flu epidemic on a workforce plan. The plan will need to change to reflect

increased absenteeism, etc. The driving business plan will probably change

PROCESS OF HUMAN RSOURCE PLANING

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1. Objectivesof Manpower Planning:- The persons concerned

with manpower planning must be clear about goals of manpower planning

because once the wrong forecast of future requirement of human

resources are made, it may not be possible to rectify the errors in short-

run

.

2. Current Manpower Inventory:- Assessment of demand for operating

personnel presents less problems of uncertainty &

current manpower supply can be adjusted accordingly. But for supervisory

and managerial levels projection is complex problem because required

talents are not available at a short notice. This will also help in

drawing recruitment & development plans to meet the needsof certain skills future.

3. Demand Forecasting: - A proper forecast of manpower required in future

say, after one year, two years & so on must be attempted. The factors

relevant for manpower forecasting are as follows.

(i) Employment Trends:- Manpower planning committee showexamine number of employees on pay roll during past 5 year to

knew trend within each group to determine whether particular

group has been stable or unstable.

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(ii) Replacement Needs:- arises due to death, retirement,

resignation & termination of employees. It may relate to

supervisory, skilled, clarical groups and must be anticipated in

advance.

(iii) Productivity:- Gain in productivity will also influence requirements

of manpower. Planning for productivity has several aspects. The first

aspect relates to effective utilisation of manpower. The second aspect

relates to installation of more productive tools, equipments. The last

aspect relates to matching of skills with requirements of jobs.

(iv) Growth & Expansion:- A good organisation always tries to adopt

itself to change in method & techniques of Production.

Therefore Manpower planner should take all these factors into account

while studying impact of various business expansion plans

onmanpower requirements.

(v) Absenteeism:- Means a situation when a person fails to come forwork when he is scheduled to work. Due to absenteeism work get

upset leading to overtime work which in turn leads to increased cost of

production. The management should go into cause of absenteeism &

attempt to reduce absenteeism as far as possible.

(vi) Work Study :- Can be used when it is possible to apply work

measurement to know how long operations should take & amount of

labour required. This is also known as workload analysis.

4. Job Requirements:- Job analysis is the qualitative aspect

of manpower requirements since it determines what is the quantum of

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work which an average person can do on a job in a day. It facilitates

division of work in to different jobs.

5. Employment Plans:- This phase deals with planning how organization

can obtain required number of right type of personnel as reflected by

personnel forecasts.

6. Training & Development Programme:- Training is essential not only for

new employees but also for old employees for improving their

performance. Similarly executive development programmes have to be

devised for development of managerial personnel. The talent of

employees are not fully productive without a systematic programme of

training & development.

7. Appraisal of Manpower Planning:- After training programmes have beenimplemented, an appraisal must be made of effectiveness

of manpower planning. Deficiencies in programmes should be pointed out

& catalogue of manpower inventory should be updated periodically.

Connective actions should also be taken whenever it is necessary to

remove deficiencies in manpower planning.

Challenges of Manpower Development

Manpower development is the core element of a business that helps to

shape and lead the future of any organization through the use of its

people. Successful manpower development could result in high production

and long-term future growth for business. However overcoming thesechallenges means understanding the vision of the business and how to

best forecast future events in manpower planning. Planning helps

management with the right number and the right kind of people at the right

place in business.

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Hiring the "Right Fit"

The approach to developing manpower should include hiring a person who not only

has the acquired skills necessary to perform thejob but also is a good fit for the

organization. Organizational fits are very challenging because the individual not only

has to be qualified but they must be able to adapt and adopt the culture of the

organization. Accepting organizational culture is critical, because it is often a

determining factor in an employee remaining with the organization. Maintaining

effective manpower is equally as important to recruiting right person for the job.

Employee Turnover Plan of Action

Employee turnover happens for various reasons and is inevitable in manpower

development. Some of the causes are controllable factors, while many of them are

hard to foresee. It is harder to identify or forecast the death of an employee or an

illness that leaves an employee in an incapacitated state, because it can happen at

any time. Developing a plan of action in manpower development that negates these

factors can be difficult. Ensuring that the employee turnover does not impact the

manpower in the out years of business is the biggest dilemma.

Training

Training can work in the favor of business in many aspects in respect to manpower

development. Certain industries, such as the industrial industry, require an employee

to train to learn how to do the function of a job. But other industries, such as

government, may focus on people development. In either industry, making sure to

invest in the development of people and making sure they feel that they are a value

to the organization is viable to the future of an organization. Through training,

leadership characteristics are strengthened in personnel, which attributes to the

growth of manpower development through the focus on people.

Leave/ Work Schedules

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Offering work schedules that stay abreast of workforce trends is challenging,

because it requires research and understanding of the workforce needs. If leave

policies or work schedules are too lenient, it could impact the production of business

in a negative wayManaging human relations is becoming increasingly difficult and

challenging. It is part of HRM to ensure that employees stay motivated all the time

and the productivity is continually enhanced. With industrial development and the

ushering in of global economy, there has been a tremendous growth in job

opportunities and it is becomingly increasingly difficult to retain talent. Thus,

understanding the scope of human resource management in a diversified economic

environment becomes extremely important and this scope helps in setting an all

round, dynamic management system.

HRM must focus on coping up with increasing employee expectations, changes in

employee lifestyles, impact of rapidly advancing technology, shift in governments

economic and labor policies, demand for workers participation in management and

downsizing the employee strength to remain competitive in business. In short, HRM

must ensure identification and reconciliation of individual employees goals with the

objectives of the organization.

Types of Manpower Planning

Manpower planning, or human resource planning, is one of the most

important functions of modern management. Manpower planning is

essentially the task of trying to place the right people in the right situations,

depending upon where their strengths and skills are. The hope is that

when put into the proper niche, these people will in turn provide the

greatest positive impetus to the company's development. Manpower

planning can be placed into three major categories: short-term,

intermediate-term and long-term. Each of these types has its own

significance and importance.

Four Phases

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At all points, manpower planning has four "phases": gathering and analyzing

data, establishing objectives, designing and implementing programs, and

monitoring and evaluating these programs. These phases play an important role

in every type of manpower planning, but often in different ways.

Short-Term Manpower Planning

Short-term manpower planning refers to staffing needs in the near future. It mainly

involves a keen awareness of demand and supply, that is, an awareness of what

positions need to be filled and who in the workforce is available to fill those positions.

Usually, it is much easier to establish objective at this point in manpower planning.

These objectives usually involve how to attract desirable employees and how to get

rid of undesirable ones. Short-term manpower planning programs include recruiting

programs, selection programs and performance appraisal systems. Assessing the

level of success at this point is usually very easy.

Intermediate-Term Manpower Planning

Intermediate-term manpower planning involves a lot more uncertainty at every

phase of manpower planning. The main question that must be asked is, "What will

we need?" The task becomes less about evaluating what is available now and more

about forecasting. Often, a lot of these questions are answered based upon the

judgment and discretion of midlevel management. Establishing objectives in this

type of manpower planning usually involves trying to adjust employees' skills to

match those that will be needed in the immediate future.

Long-Term Manpower Planning

Long-term manpower planning is becoming one of the most important tasks faced by

companies that want to survive. Succession planning is a large part of this type of

manpower planning. It involves judging what kinds of skills managers will need in the

future and figuring out how to provide people the chance to build these skills. Also,

competitive strategy plays a big role in long-term manpower planning; will the

company want to focus on maintaining innovation or on cutting

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costs? Careerdevelopment programs are often a part of the third phase of this type

of planning. The success of long-term planning programs is still difficult to assess,

but as time passes, more and more information becomes available.

Problems in manpower planning

Accuracy of forecasts:-If the forecast are not accurate, planning will not be

accurate. Inaccuracy increases when departmental forecasts are merely

prepared without critical review.

Identity Crisis:- Many human resource specialists & the managers do not

understand

the whole manpower planning process. Because of this there is generally anidentity crisis.

Support of Top Management:-Manpower planning requires full & wholehearted

support from the top management. In the absence of this support & commitment,

it would not be possible to ensure the necessary resources & cooperation for the

success of the manpower planning.

Resistance from Employees:-Employees & trade unions resist manpower

planning. They feel that this planning] increases their overall workload& regulates

them through productivity bargaining .They also feel that it would

lead to wide spread unemployment, especially of unskilled labour.

Activities involved in Manpower Planning:

Identifying and designing current and planned organization structure of the

organization.

Estimating current and future workload for different functions and

organizational units in the organization, and, based on that, estimating the

current and future total requirement of people to fill the various positions of

different types and at different levels.

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Developing profile or specifications for people to fill the various positions

identified.

Taking an inventory of existing employees in the company, and their

capabilities.

Comparing the manpower requirements and availability to determine the

additional people required in the organization at different times. While

working out this requirement, suitable provision is made for likely

attribution of some of the existing employees. Similarly while examining

capability requirements of employees consideration is given to on the

development of skill and capability of people with work experience. This

activity results in identification of the total additional manpower

requirements to be fulfilled by various means.

Determining, the means of acquiring the additional required manpower

through various means such as external recruitment, internal transfers and

promotions, and training.

Preparing recruitment plan.

Preparing training plan

Manpower planning for the future

Sudipta Devanalyses how business growth and stability of an organisation

depends on future workforce planning.

Strategic workforce planning is not limited to hiring and retaining talent, but

anticipating future manpower needs of an organisation. In a dynamic business

scenario, manpower planning is critical to organisational growth and stability. It is

integral to recruiting, retaining, retraining and redeployment of talent. Linked to

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business needs of the organisation, the process is much more complicated than

it seems, primarily because it also involves developing skills and competencies of

existing employees to meet market demands which can change with time.

Having a contingent plan in place in case of any eventuality (talent shortage) is

also critical to the process.

It is necessary for pharma organisations, particularly large and medium sized

companies, to have a workforce plan in place. Kris Lakshmikanth, Founder and

CEO, The Headhunters India, believes that while the industry will not face

manpower crunch like the BPO sector, there will be a shortage of quality people.

The obvious reasons are:

Entry of new MNCs which require people for production, development,

sales and product management. People working in existing medium and

large pharma companies will be their targets

On the retail front, all big retail groupsFuture Group, Reliance, RPG, etc,

are setting up pharmacies across India. Subhiksha and Apollo already

exist in the South and are set for expansion. These stores will require

trained people and the best are obviously available in pharma companies

Clinical research, which requires specialists, is increasingly shifting toIndia. The salaries of such people have gone up significantly in the last

two to three years. Most BSc graduates who were the prime source of

supply will shift to clinical research/trials as it offers them better salaries

and greater chances of career development. Quality young people will be

lost to such companies

Finally, many of the pharma companies are expanding fast, both in India

as well as abroad, further aggravating the war for talent

Alignment with business needs

Future manpower plan-ning is directly linked to the strategic business plans of an

organisation. The estimation on manpower and budgets are governed by

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customers' demands. Ashwin Thacker, Managing Director, Flamingo Pharma,

states, "Business needs are achieved from effective management of materials,

machines, money and manpower. Manpower needs, if planned properly, in terms

of profile required, numbers, time and place, will give the company mileage over

competitors in terms of consistency in output. Effective human resources

planning gives optimal productivity in terms of timelines and quality of

deliverables." It will not only improve people competency, but will also ensure

that people grow with the company. This helps arrest the attrition rate.

An organisation set on the growth path needs competent people to achieve its

objectives. And finding the right human resources is not an easy task. "You need

educated, skilled manpower for sales, product management, research anddevelopment, production, etc. There will be a shortage of such people in the

future," asserts Lakshmikanth.

Significance of strategic workforce plan

What makes workforce plan very critical is the

possible negative repercussions that excess and

under recruitment can lead to. It is people who

build the organisation, consequently any

mismatch in employee-related statistics, whether

in terms of number, skill set or core

competencies may upset the whole organisation

dynamics and its objectives

The employee head count has direct impact on

cost but indirect impact is far more sensitive.

Workforce planning has a direct link withemployee development, multi-skilling and

succession planning

An organisation must forecast its business and

expansion strategy correctly and also have its

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workforce planning in place. There are various

management approaches in use for determining

either shortage or surplus

Apart from forecasting, an organisation'scapability to sustain the current business and to

grab the new business makes a big difference

A pharma company should consider factors like

current business needs, future plans, growth

areas, addition/deletion of business, change in

technology, attrition trends and talent availability

in the market to ensure that they recruit the right

amount of workforce

Source: Oasis executive search and management

consultancy

The timespan

The timespan of workforce planning differs from organisation to organisation, and

can range from the immediate quarter to ten years. Both short-term and long-term planning is essential, varying as per the market demands. This also differs

as per the level of the recruit, that is planning for junior staff is generally short-

term and than for senior positions. "Workforce planning is driven by the need at

different management levels as the business evolves. At junior level/entry level it

make sense to have a yearly plan broken into four quarters whereas at senior

level the forecasting for professionals is over a period of two-three years," says

Sampath Shetty, VP, Permanent Staffing Business Unit, TeamLease Services.

Manpower planning in pharma companies requires to be designed on short-term

(one-five years) and long-term (more than five years) basis, concedes Thacker.

"Career progression and succession planning is drawn in such a manner that

company needs and employee profile are synchronised. This way we ensure that

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employee enriches learning and grows with company. Workforce planning is

reviewed every month to check requirements, status on positions, separations,

additional manpower requirements and surplus staff," adds Thacker.

Plan for contingencies

Organisations which have fairly evolved HR systems in place know the

significance of a contingent plan for any unexpected situations. Planning for

future workforce needs is not just a matter of ascertaining the right number, but

how well an organisation can deal with any eventuality. The planning should be

effective to avoid talent surpluses or shortages.

A contingency plan is put to action when something outside the control of anorganisation happens. These situations should ideally be over and above those

mentioned in the main workforce plan. "The need for contingency plan would

come during market fluctuations, stringent deadline, natural calamity, change in

technology and may be an unexpected opportunity," states Geeta A Sundrani,

Director, Oasis executive search and management consultancy. Sundrani points

out that while approved/standard workforce strength as decided for the

organisation is sufficient even during difficult times, existing employees should begiven authority with responsibility to meet the business needs for the hour.

Stretch, during crises, could lead to realising of hidden potential and loyalty of an

employee towards the organisation.

A buffer/pipeline of suitable candidates is necessary to prevent any last minute

surprises. "The recruitment team today works along with business line managers

to plan ahead of their manpower needs. Organisations which have gone on

rampant panic hiring spree to manage their short-term business needs withoutconsidering the flip side of layoffs has led to negativity of the market credibility. If

a company is more efficient, it can avoid such unpleasantries and image

tarnishing for themselves," states Shetty.

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The best strategy to formulate a backup plan includes grooming fresh talent and

creating a second line at all functions. "Building second line personnel in the

organisation, coupled with robust systems, will ensure that company gets a

competitive edge over other market players," insists Thacker, adding that in the

vibrant pharma market, contingency manpower planning is required to cater to

the customers' expectations within the framework of required time, quality and

costs.

"Working closely with the business groups and keeping an active talent inventory

and effective churning the internal employee database (from skills availability and

referencing programme perspective.) is the key. Identifying the skill matrix of the

internal talent pool and putting to good use during business exigency optimisesthe manpower utilisation at any given point," states Shetty. Better resource and

manpower redeployment management would be one of the key to the success of

future workforce planning. In the end, it is all about having the right people

possessing the right skills in place at the right time.

Manpower Planning For Your Restaurant

The first thing you need to do is to outline the functions that your organisationneeds to perform. Then determine the number of people (and their backgrounds)

that are necessary to achieve this aim. This allows you to decide the possible

sources of recruitment and the HR policies to be followed.

Employees are the ones who actualize your goals - whether in finance, marketing

or operations. Without them your vision would remain only a dream. In the

hospitality industry, the interaction between customer and restaurant employee

takes on a special meaning and importance, and customer satisfaction dependsalmost entirely on a smooth performance from the staff. A single inattentive

steward could severely damage the reputation of your restaurant. It is therefore

most important to attract the right kind of employees and then induct, support,

motivate and retain them.

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Make a good beginning by recognising the elements of job satisfaction

from the employee's viewpoint:

a) Good work conditions

b) Opportunities for promotionsc) Fair pay

d) Opportunities for training

e) Interesting work

f) Reasonable level of responsibility

g) Basic security

h) Work appreciation

i) Pleasant colleaguesj) Empathetic superiors

Becoming A Preferred Employer

Employees, like guests, have an option to go elsewhere. Finding the right

employee for the position the first time around is your most prudent choice. To

attract and retain the best in the market you need to create the right work climate

in your establishment.

1. Manpower Planning & Development for IT Industries. In the manpower survey,

it is revealed that there is a geometric rise in the demand of IT Professionals in

Orissa as shown in Annexure-I. Keeping the International manpower demand in

view the National demand as per the survey report given by NASSCOM & MIT,

the estimated figure goes up to 16 lakhs in the direct employment and 32 lakhs

by the year 2008 in the indirect employment as

The different IT and IT related courses is given in Annexure-III. The projection of

manpower requirement in such fields from 2001-2007 is given in Annexure-

IV.The gap analysis between the existing status and requirement projection for

the professionals in IT and IT related sectors is shown in Annexure-V. To meet

thegap between demand and supply capacity expansion in the Engineering

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agriculture, industry and services was different. Employment grew at 2.2% per

annum in the State as compared to 2.1% in the country. In Rajasthan, Agriculture

& allied activities still provide over 60% of all jobs, with industry (mainly

construction and manufacturing) and services (mainly trade, hospitality,

Government and Community Services) accounting for the rest of employment.

The rate of growth of employment is lesser than the growth of labour force, thus

creating a backlog of un-employment. As a result of rapid increase in the labour

force, a small percentage of persons has been absorbed in the paid employment

in the organised sector. In March, 2007, only 12.21 lacs persons were engaged

in organised sector in the State, comprising of 9.52 lacs under public sector and

2.69 lacs under private sector. The only solution to the problem of unemployment

lies through promotion of substantial gainful employment opportunities in the un-organised sector. About 8.65 lakhs unemployed persons were registered in

district employment exchanges as on 31 December, 2007. Labour Force and

unemployment Estimates

survey of NSSO on employment and unemployment conducted from July 2005 to

June 2006, about 56% of rural males and 31% of rural female belong to labour

force in the country. The corresponding proportions in the urban areas were

57% and 15% respectively. About 41% of the population in the country was

employed under usual status (principal + subsidiary).

In the context of Rajasthan, about 53% of rural males and 40.3 % rural females

belong to labour force. Similarly, about 52.1% of urban males and 11.8% of

urban females belongs to labour force. Accordingly, labour force has been

projected on the basis of projected population as on 1st March 2009 and 2010

and additional labour force has been worked out to 4.77 lakhs during the year

2009-10 as under:-

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It is estimated that around 8 lakh livelihoods needs to be created every year to

keep up with rapid growth of the labour force and increasing unemployment. It is

also necessary to increase the incomes of at least 20 lakh "working poor" in

order to tackle poverty. 21.7 State Government will create employment

opportunities for 10 lakhs youths in public and private sector, increase rate of

minimum wage, give emphasis to welfare programmes for labours and

agriculture labours of unorganized sector, computerize and network the

employment exchanges, establish an Overseas Placement Bureau etc. 21.8

Rajasthan Knowledge Corporation Limited (RKCL) has been set up as a joint

venture with Maharashtra Knowledge Corporation Limited to create an

institutional mechanism which will help in developing talented and skilled youth

who can be absorbed in the IT / ITeS sector. RKCL will later expand its coursesfor skill development through Technology Development Programme, e-content

Development Programme, Finishing School Programme etc.

In order to facilitate employment opportunities and skill development of

unemployed youth, Rajasthan Employment Facilitation and Skill Development

Society (RAJKAUSHAL) has been established. As part of it, an Institute of

Animation Academy has been established at Jaipur under the banner of

RAJKAUSHAL with collaboration of Government of Madhya Pradesh and leading

animation company DQEL as knowledge partner. This Institute organizes various

Diploma Courses 21.3 regarding Animation/3D Animation. A 100% placement

guarantee has been given to those students who complete courses successfully.

Against the provision of Rs.103.79 crores for the Eleventh Five Year Plan for the

Labour and Labour Welfare Sector, Rs. 23.51 crores were spent during the year

2007-08 and Rs. 24.39 crores are likely to be spent during the year 2008-09. A

sum of Rs.16.62 crores is proposed for the year 2009-10.

Craftsman Training (I.T.I.) The craftsman training envisages skill development in

the youths to enable them to work on industrial machines as also to equip

them to venture into self-employment. Non-engineering training is also provided

through the ITIs in certain areas. 21.12 At present 134 Govt. I.T.I.s and 514

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Private I.T.I.s are running with the sanctioned seats of 63114 to provide technical

training in the State. One Leather Craft Institute is also running in Jaipur. There

are Craftsmen Training Institutes at each district head quarter. Under the

Craftsmen Training Scheme, District Rural Crafts and Entrepreneurs Training

Centres have also been established in Jaipur, Jodhpur, Kota and Udaipur to

provide technical facilities in 11 trades. Most of these I.T.I.s are located in remote

areas at panchayat samiti level. A sum of Rs.6.80 crores is proposed for the year

2009-10 to meet the committed liabilities. Employment Directorate

The Department provides various services to the job seekers like registration of

applicants, assimilation and dissemination of occupational information and

vocational guidance to the aspirants, assistance to candidates opting self-employment, collection of job market information, placemen of educated

unemployed youth with private companies through Rozgar Sahayata Shivir (Job-

Fairs) organized in Public Private

Partnership mode, survey and research regarding manpower potential, etc.

Employment Exchanges are functioning in all the districts.21.15 An amount of

Rs. 950.00 lakhs is proposed for the year 2009-10 for various activities including

Rs.901.68 lakhs for Akshat Yojana. Rozgar Melas 21.16 Keeping in view thefelt need of the rural masses in getting exposure to suitable job opportunities, the

department has joined hand with RMoL for organizing Rozgar Melas in all the

districts of the State for which the mission contributed Rs. 1 lakh for each Mela

for each district in which 44928 candidates were benefitted during the year 2007-

08 and more than 35000 candidates have been benefitted so far during this year.

Rajasthan Unemployment Allowance - Akshat Yojana

Under this scheme graduate unemployed youths are being benefited whose

yearly parental income does not exceed Rs. 1.00 lacs. In this sch

Hansa 4sem Project Report

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Transcript of Hansa 4sem Project Report