manpower planning for organization successes

manpower planning of organization

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7. MANPOWER PLANNING

8. Team- Farhana Taher MD Nazrul Islam MD Tanvir Ahmed MD Moniruzzaman Mamun Nadira Begum Saif Uddin Manpower Planning

9. Meaning Manpower planning is the process which includes forecasting, developing and controlling by which a firm ensures that it has:- The right number of people. The right kind of people At right place At right time. Manpower planning is also known as personnel planning or human resource planning.

10. Manpower strategic criteria

11. Manpower planning process

12. Concept planning of manpower requirements planning of manpower supplies Manpower planning involves two stages:

13. Objectives To utilize the present employees fully. To fill up future manpower requirements. To check the development of the employees for organizational growth. To achieve organizational goals in an efficient way. To manage and utilize resources properly and effectively.

14. Characteristics Future oriented. Continuous process Optimum utilization of human resources Right kinds and numbers Determination of demand and supply Environmental influence

15. Importance The first step towards manpower management. Using available assets for the implementation of the business plans. Coordinates and controls various activities in the organization. Efficient utilization & skilled labour . Higher productivity.

16. Types of manpower planning Types of manpower planning can be distinguished: On the basis of the level at which it is done. On the basis of the period for which it is done.

17. Level based manpower planning : National level (macro level) central government plans for human resources for the entire nation. It anticipates the demand for and supply of human requirements at national level. e.g. Government sectors Industrial level (micro level) In this level, planning is done to suit manpower needs of a particular industry. e.g. engineering, heavy industries, paper industries, public utility, textile/chemical industries Types of manpower planning (contd.)

18. Types of manpower planning (Contd.) Period based manpower planning : Short term Prepared for a period of 1 year This types of plans are made as a part of 5 years plans at national level. Useful at company level. Medium term Made for 2 to 5 years Prepared as a financial planning at national level For employment opportunities and training and development of employees. Long term Made for 10 to 15 years. Estimates man power needs of a nation Rises educational and training

19. Manpower planning impact Income statement of Business When the labor cost is high then year 2 get less gross margin from year 1 . Year 1 was gross margin 52% and year 1 was 51%.

20. Example of COGS :

21. Manpower planning Grade wise Manufacturing unit Grade start from Associate to “C” Sute

22. Manpower planning in retail Business Manpower planning in a retail business is crucial for optimizing operations, managing costs, and ensuring a high level of customer service. Here’s how it impacts various aspects of a retail operation: 1. Cost Management: Staffing Levels: Proper planning ensures that you have the right number of employees for different shifts and times of the year. This prevents both overstaffing (which leads to higher labor costs) and understaffing (which can result in lost sales and customer dissatisfaction). Wages and Benefits: By aligning staffing needs with sales forecasts and store traffic patterns, you can better manage wage expenses and benefits, balancing labor costs with revenue. 2. Customer Service: Service Quality: Adequate staffing levels during peak hours and busy seasons (like holidays or sales events) ensure that customers receive prompt and effective service, enhancing their shopping experience. Employee Availability: Proper planning helps in scheduling staff to match customer flow, reducing wait times at checkout and improving overall store ambiance. 3. Operational Efficiency: Task Management: Efficient manpower planning ensures that employees are scheduled to perform essential tasks (such as stocking, merchandising, and cleaning) at optimal times, maintaining store appearance and inventory levels. Flexibility: Retail businesses often face fluctuating demand, so having a flexible staffing plan allows you to quickly adjust to changes, such as unexpected surges in customer traffic or staff absences. 4. Sales and Revenue: Sales Maximization: By aligning staff levels with peak shopping times, you can maximize sales opportunities. Well-trained and adequately staffed employees are more likely to upsell and provide a positive shopping experience. Cost Efficiency: Managing workforce efficiently helps control operational costs and improve profit margins. Reducing unnecessary labor costs while maintaining high service standards contributes to better financial performance. 5. Employee Morale and Retention: Workload Balance: Proper manpower planning helps distribute workloads evenly, preventing employee burnout and dissatisfaction. Happy and well-managed employees are more likely to stay with the company. Training and Development: Planning helps identify training needs and career development opportunities, which can boost employee engagement and performance. 6. Strategic Planning: Growth Management: For retail businesses looking to expand or open new locations, proper manpower planning is essential to scale operations effectively. This includes recruiting and training staff in new stores and aligning staffing with business growth strategies. Seasonal Planning: Retail businesses often experience seasonal fluctuations. Effective manpower planning allows for adjustments in staffing levels to handle seasonal demand, such as hiring additional staff during holidays or sales events.

23. Various tools of manpower planning Effective manpower planning requires a variety of tools and methods to ensure that staffing levels align with business needs, optimize productivity, and manage costs. Here are some essential tools and techniques for effective manpower planning: 1. Workforce Management Software: Scheduling Tools: Software like Deputy, When I Work, and Humanity helps create and manage employee schedules, track attendance, and handle shift changes. Time and Attendance Systems: Tools like TSheets, Clockify , and Kronos monitor employee work hours, track attendance, and manage leave requests. Workforce Analytics: Platforms like ADP Workforce Now and UKG Pro offer analytics to forecast staffing needs, track employee performance, and optimize labor costs. 2. HR Management Systems (HRMS): Integrated HR Solutions: Systems such as BambooHR, Workday, and SAP SuccessFactors provide comprehensive HR management, including recruiting, onboarding, training, and performance management. 3. Demand Forecasting Tools: Sales and Traffic Analytics: Tools like Google Analytics and POS (Point of Sale) systems can provide insights into customer traffic and sales trends, which help predict staffing needs. Historical Data Analysis: Analyzing past sales data and staffing patterns using tools like Microsoft Excel or advanced data analytics platforms helps anticipate future needs. 4. Labor Cost Management Tools: Budgeting Software: Tools like Planful, Adaptive Insights, and Microsoft Excel assist in budgeting and forecasting labor costs, tracking expenditures, and managing payroll. Cost Control Solutions: Software such as Workforce Dimensions helps in managing labor costs by analyzing payroll data and identifying areas for cost reduction. 5. Recruitment and Onboarding Tools: Applicant Tracking Systems (ATS): Systems like Greenhouse, Lever, and iCIMS streamline the recruitment process by tracking job applications, managing candidate pipelines, and scheduling interviews. Onboarding Platforms: Tools such as BambooHR and WorkBright facilitate the onboarding process, helping new hires integrate smoothly and quickly.

24. 6. Employee Self-Service Tools: Self-Service Portals: Platforms like My Workday and Zenefits allow employees to manage their schedules, request time off, and view their personal information, reducing administrative burdens. 7. Skills and Competency Management: Skills Assessment Tools: Tools like Skillsoft and Coursera offer assessments and training to evaluate and enhance employee skills, ensuring that the workforce has the competencies needed for current and future roles. Competency Mapping: Systems for competency mapping help identify skill gaps and plan for training and development. 8. Communication and Collaboration Tools: Internal Communication Platforms: Tools such as Slack, Microsoft Teams, and Asana facilitate communication and collaboration among team members, helping coordinate schedules and manage projects. 9. Forecasting and Planning Models: Workforce Planning Models: Methods like the Workforce Planning Model and Scenario Planning help in forecasting staffing needs based on various business scenarios and trends. Predictive Analytics: Advanced analytics tools like IBM Watson Analytics use data and algorithms to predict future staffing needs and trends. 10. Compliance Tools: Regulatory Compliance Software: Tools like Compliance Quest and Paycor help ensure adherence to labor laws and regulations, managing aspects like working hours, wages, and safety standards. 11. Employee Engagement and Feedback Tools: Survey Platforms: Tools like SurveyMonkey and Glint gather employee feedback and assess engagement levels, which can inform staffing decisions and improve workplace satisfaction. 12. Data Integration and Business Intelligence: Business Intelligence Tools: Platforms like Tableau and Power BI integrate data from various sources to provide insights into workforce performance, trends, and needs.

25. Direct VS indirect labor Direct labor Definition: Direct labor refers to the work performed by employees who are directly involved in the production of goods or services. Their labor can be directly traced to specific products, projects, or services. Examples: Manufacturing: Workers on an assembly line who assemble products. Construction: Carpenters and electricians working directly on a construction project. Retail: Cashiers and sales associates directly assisting customers or handling transactions. Cost Allocation: Cost Type: Direct labor costs are usually considered variable costs because they fluctuate with production volume or service demand. Accounting: Direct labor costs are included in the cost of goods sold (COGS) or the cost of services rendered, and they are directly allocated to specific cost centers or products. Indirect labor Indirect Labor Definition: Indirect labor refers to the work performed by employees who support the production process or service delivery but are not directly involved in creating the product or service. Their labor cannot be directly traced to specific products or services. Examples: Manufacturing: Maintenance staff who repair machinery, supervisors who oversee production, or quality control inspectors. Administrative: HR staff, finance personnel, and IT support. Retail: Store managers, security personnel, and janitorial staff. Cost Allocation: Cost Type: Indirect labor costs are generally considered fixed costs or overheads, as they do not vary directly with production volume. Accounting: Indirect labor costs are allocated to overhead costs and are included in the total operating expenses. They are often distributed across different products, services, or departments using allocation methods.

26. Direct and indirect labor ratio The direct and indirect labor ratio is a key metric in cost accounting and workforce management that helps businesses understand the proportion of labor costs attributed to direct versus indirect labor. This ratio provides insights into labor cost allocation, efficiency, and operational effectiveness. Here’s a detailed look at how to calculate and interpret this ratio: Calculation of Direct and Indirect Labor Ratio Define the Labor Costs: Direct Labor Costs: These are costs directly associated with producing goods or providing services. They include wages and benefits of employees directly involved in production or service delivery. Indirect Labor Costs: These are costs associated with support functions that are not directly traceable to specific products or services. They include wages and benefits of employees in roles like maintenance, supervision, administration, and support. Gather Cost Data: Collect data on total direct labor costs and total indirect labor costs over a specific period (e.g., monthly, quarterly, annually).

27. Example

28. Interpreting the Ratio: High Direct Labor Ratio: Indicates a higher proportion of labor costs is directly associated with production or service delivery. Can suggest that the company is efficient in utilizing its workforce directly in productive activities. May imply lower overhead costs relative to production. High Indirect Labor Ratio: Indicates a significant portion of labor costs is allocated to support functions. Could suggest inefficiencies or higher overhead costs. May point to potential areas for cost control or process improvement. Direct to Indirect Labor Ratio: A higher ratio (e.g., 2 or above) means more labor costs are directed toward production or service activities compared to support functions. A lower ratio (e.g., 0.5 or below) means a larger share of labor costs is allocated to support functions relative to production.

29. staff and worker ratio: The "staff and worker ratio" is a metric used to measure the proportion of different types of employees within an organization. This ratio helps in understanding the balance between managerial or administrative staff (often referred to as "staff") and operational or production workers (referred to as "workers"). The ratio can provide insights into organizational structure, resource allocation, and workforce management. Here’s a detailed look at this ratio:

30. Benefits of Analyzing Staff and Worker Ratios Organizational Efficiency: Balanced Structure: Helps assess whether the organization has an appropriate balance between staff and workers. A high staff-to-worker ratio might indicate an overemphasis on management or administrative roles, while a low ratio could suggest a lack of supervisory or support personnel. Resource Allocation: Optimization: Provides insights into whether resources are allocated effectively across different roles. This can help in adjusting staffing levels to ensure that there is adequate support for workers and that management layers are not excessively high. Cost Management: Cost Control: By analyzing these ratios, organizations can better understand labor cost distribution. For example, if staff roles are disproportionately high compared to workers, it might lead to higher overhead costs, which can be addressed to improve cost efficiency. Productivity and Performance: Performance Metrics: The ratio can be used to evaluate whether the number of staff is adequate to support the workforce effectively, potentially impacting productivity and performance. Strategic Planning: Growth and Development: Helps in planning for organizational growth or restructuring by understanding how changes in staffing levels might impact operational efficiency and management needs.

31. work load analysis Workload analysis is a systematic process used to assess and evaluate the amount of work required to meet the demands of a given role, department, or organization. This analysis helps in determining the appropriate staffing levels, identifying inefficiencies, and optimizing resource allocation. Here’s a comprehensive look at workload analysis, including its purpose, methods, benefits, and challenges: Purpose of Workload Analysis Staffing Requirements: Determine the number of employees needed to handle current and future workloads effectively. Resource Allocation: Allocate resources and tasks more efficiently based on the workload and employee capacity. Productivity Improvement: Identify areas where productivity can be enhanced by balancing workloads and addressing bottlenecks. Workforce Planning: Inform decisions related to hiring, training, and redeploying staff to meet organizational goals.

32. Work load analysis Scenario: Customer Service Department Workload Analysis 1. Define Objectives The goal of this workload analysis is to determine if the current staffing levels in the customer service department are sufficient to handle customer inquiries efficiently and to identify areas where improvements can be made. 2. Collect Data Current Staffing: 10 customer service representatives (CSRs). Total Hours Worked per Week: Each CSR works 40 hours per week. Workload Metric: Number of customer inquiries handled per week. Performance Data: Average handling time per inquiry, customer satisfaction scores, and employee feedback. Data Collection Methods: Time Studies: Measure the time taken to handle each type of customer inquiry. Employee Surveys: Gather feedback on workload and job satisfaction. Performance Records: Review historical data on the number of inquiries and handling times. 3. Analyze Workload Historical Data Review: Total Customer Inquiries per Week: 800 inquiries. Average Handling Time per Inquiry: 10 minutes. Total Handling Time Required per Week: 800 inquiries × 10 minutes = 8,000 minutes (or approximately 133 hours). Current Staffing Capacity :Total Available Hours per Week: 10 CSRs × 40 hours = 400 hours.Total Handling Time Required: 133 hours (from analysis above).Utilization Rate: 133 hours / 400 hours = 33.25%. Employee Feed back: Survey Results: 60% of employees feel their workload is manageable, while 40% report feeling overwhelmed during peak times.

33. Scenario: Manufacturing Unit Workload Analysis 2. Collect Data Current Staffing: 20 machine operators, 5 supervisors, and 3 maintenance technicians. Production Capacity: The unit produces 1,000 units per day. Workload Metrics: Production rates, machine uptime, downtime, and maintenance requirements. Performance Data: Production efficiency, machine failure rates, and employee feedback. Data Collection Methods: Time Studies: Measure the time taken for each production step and identify bottlenecks. Performance Records: Analyze data on machine uptime, downtime, and production rates. Employee Surveys: Collect feedback from operators and supervisors about workload, efficiency, and challenges.

34. Employee Feedback: Survey Results: Operators report high levels of stress during peak production periods and delays due to machine breakdowns.

35. Workforce Trend Analysis Workforce trend analysis is the process of identifying patterns and changes in the workforce over time. This analysis helps organizations understand how different factors, such as economic conditions, technology, employee demographics, and industry trends, influence the workforce. By studying these trends, businesses can make informed decisions about recruitment, training, retention, and other human resource strategies.

36. Work force analysis and Matrices

37. Workforce trend analysis Metrics 1. Identifying Key Metrics Key workforce data is collected and analyzed. Common metrics include: Employee demographics: age, gender, education level Turnover rates: voluntary and involuntary Recruitment trends: hiring rates, sources of talent Skill gaps: areas where employee skills don’t meet current needs Diversity and inclusion: representation across different employee groups Work patterns: full-time vs part-time, remote work trends Compensation trends: salary, benefits, and perks

38. Example 1:

39. Example 2:

40. Example 3:

41. Question : Question : A company is planning for its manpower needs for the next year. They currently have 100 employees, but based on demand forecasts, they expect their operations to grow by 20% in the upcoming year. In the past, the company has experienced a 5% employee turnover (employees leaving). The company wants to ensure that they have enough employees to meet next year’s demands.

42. Answer

43. Thank you End of DAY 1