Workforce for Cast
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Transcript of Workforce for Cast
Module -II
Work Force Flow Mapping
Mapping means linkage between two sets of Data.
Age Group Preference:- In many organizations, a particular age group is
preferred to other. The idea of preference for a particular age group is based on
following considerations
(i) Expected number of year of services.
(ii) Professional source of supply of required manpower in future.
(iii) Personality, dynamism, initiative, challenge seeking attitude etc.
Competency Mapping
Competency Mapping is a map to display a set of competencies. It
helps to describe an ideal workforce. It is always done in the
defined job context.
Following is a set of approaches like:-
Workforce Skills Analysis
Job Analysis
Supply and Demand Analysis
Gap Analysis
Situation analysis
1.Workforce analysis - Determine the rate of influx and outflow of
employee. It is through this analysis one can calculate the labor turnover rate,
absenteeism rate, etc. Qualitative methods go a long way in analyzing the
internal flow created by promotions, transfers etc.
2.Job analysis: Helps in finding out the abilities or skills required to do
the jobs efficiently. A detailed study of jobs is usually made to identify the
qualifications and experience required for them. It includes two things
Job description is a factual statement of the duties and responsibilities of a
specific job. It gives an indication of what is to be done, how it is to be done
and why it is to be done.
Job specification provides information on the human attributes in terms of
education, skills, aptitudes and experience necessary to perform a job effectively.
3.Supply & Demand forecasting is the process of estimating availability
of human resource followed after demand for testing of human resource. For
forecasting supply of human resource we consider internal and external supply.
Internal supply of human resource available by way of transfers, promotions,
retired employees & recall of laid-off employees, etc.
External supply of human resource
depends on factors mentioned below.
•Supply and demand of jobs.
•literacy rate of nation.
•rate of population
•industry and expected growth rate and
levels
•technological development.
•compensation system based on
education, experience, skill and age.
Techniques for forecasting of human
resource supply are
Succession analysis
Markov analysis.
Succession Analysis
Identification and development of
potential successors for key positions in
an organization, through a systematic evaluation
process and training.
Unlike replacement
planning (which grades an individual solely on the
basis of his or her past performance) succession
planning is largely predictive in judging an individual
for a position he or she might never have been in.
Markov Analysis
For a line worker, there is a 20%
probability of being gone in 12
months, a 0% probability of
promotion to manager, a 15%
probability of promotion to
supervisor, and a 65% probability
of being a line worker this time
next year. Such transition matrices
form the bases for computer
simulations of the internal flow of
people through a large organization
over time.
4. Gap Analysis
HR gap analysis, performed by an outside firm or consultant, can provide insights
on improvements and resource needs. The challenges for many small businesses
are the costs and time involved in hiring outside help and participating in HR
modifications.
•Company Perspective
•Talent Perspective
•Digging In
•Program Implementation
Analysis of Workload Factor
Classification of work
Forecasting the number of jobs
Converting the projected jobs in man hours
Converting the man-hours into manpower
requirement
Classification of Work
Job Category Hours Per Jobs
Related to meters 0.75
Related to installation 2.50
Related to Maintenance 1.50
Related to emergency call 1.10
Forecast of jobs for different years
Job Category Year
2002 2003 2004 2005
Meters 15 13 11 4
Installation 85 95 110 125
Maintenance 27 35 41 45
Emergency 10 8 6 4
Converting forecast into man hours
required per day
Job
category
Year
Meters 2002 2003 2004 2005
11.25 9.75 8.25 6
Installation 212.5 237.5 275 312.5
Maintenance 40.5 52.5 61.5 67.5
Emergency 11 8.8 6.6 4.4
Total man
hours
275.25 308.55 351.35 390.4
Converting Man hours into manpower
requirement /day
Done considering skill interchangeability of maintenance staff for the
identified job categories with 20 % fatigue allowance and 20 % leave
reserve.
In a given day per employee available time to attend customer
complaints is reduced by 40% per employee i.e only 4.8 man hours
per day ,per employee is available to attend the customer complaints.
Time Series Analysis
Trend
Cyclical Effect
Seasonality
Step
Random Fluctuations
Moving Average Method
Average of the combined
employment level data for
the recent past is
considered as the forecasted
employment level for the
next period. This
techniques is used to guard
against random fluctuation
Year Manpower Level
/Data
2005 500
2006 600
2007 800
2008 1000
2009 1100
2010 1300
Exponential Smoothing
Exponential smoothing is a technique that
can be applied to time series data, either to
produce smoothed data for presentation, or to
make forecasts. The time series data themselves
are a sequence of observations. The observed
phenomenon may be an essentially random
process, or it may be an orderly, but noisy,
process. Whereas in the simple moving
average the past observations are weighted
equally, exponential smoothing assigns
exponentially decreasing weights over time.
Managerial Judgment
A manager has to make a judgment about the future employment based
on his past experience, which he relates to his past occurrence and its
effect on manpower plans.
Delphi Technique
Nominal Group Technique
• The Delphi technique is a forecasting aid
based on a consensus of a panel of
experts.
• Uses experts to make predictions and
forecasts about future events without
meeting face-to-face.
• The core of the Delphi technique is a
series of questionnaires.
DELPHI Technique
BM 3rd Sem , MPP, Module - 3 19
• The Delphi technique typically involves at least three phases.
– A questionnaire is sent to a group of experts
– A summary of the first phase is prepared
– A summary of the second phase is prepared
• Three phases are recommended; however, experts tend to drop out
after the third phase because of time constraints.
BM 3rd Sem , MPP, Module - 3 20
Nominal Group Technique
BM 3rd Sem , MPP, Module - 3 21
Is a group process involving problem identification, solution generation, and
decision making. Used in groups of many sizes, who want to make decisions
quickly, as by a vote, but want everyone's opinions taken into account
Steps in Nominal Group Technique
Every member of the group gives their view of the solution, with a short explanation.
Duplicate solutions are eliminated from the list of all solutions, and the members proceed to
rank the solutions, 1st, 2nd, 3rd, 4th, and so on.
Facilitators encourage the sharing and discussion of reasons for the choices made by each group
member, thereby identifying common ground, and a plurality of ideas.
The diversity allows the creation of a hybrid idea (combining parts of two or more ideas), often
found to be even better than those ideas being initially considered.
22
the numbers each solution receives are totalled, and the solution with the
highest (i.e. most favoured) total ranking is selected as the final decision.
The nominal group technique is particularly useful:
•When some group members are much more vocal than others.
•When some group members think better in silence.
•When there is concern about some members not participating.
•When the group does not easily generate quantities of ideas.
•When all or some group members are new to the team.
•When the issue is controversial or there is heated conflict.