Human Resource Planning
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Manpower Resource Planning 1
CONCEPT AND DEFINITION
Manpower planning is the process by which the Management determines how an organization should move from its current status from the desired position of human resources. Through planning, management strives to equip with the right number, right type, at right places, at right time to do the right kind of jobs.
IMPORTANCE
Future personnel needs
Creating highly competent personnel
Coping with change
Protection of weaker sections
International strategies
Increasing investment in human resources
Other benefits:
Personnel cost may be less
Better planning and opportunities
3
OBJECTIVES OF MANPOWER PLANNING
To determine future needs
To recruit and retain human resources
To improve standards, skills and ability of existing employees
To estimate cost of human resources
To make best use if existing human resources
4
OBJECTIVES CONTD....
To foresee the impact of technology
To assess the shortage or surplus of human resources
To minimize imbalances
5
MANPOWER PLANNING PROCESS
1. Analyzing organisational plans. 2. Demand forecasting – forecasting overall human resources requirements in accordance with the organisational plans. 3. Supply forecasting – obtaining the data & information about present & future human resource. 6
MANPOWER PLANNING PROCESS
4. Estimating the net human resources requirements. 5. Incase surplus, plan for redeployment, retrenchment and lay-off. 6. Incase deficit, forecast future supply of human resources. 7
MANPOWER PLANNING PROCESS
7. Plan for recruitment, development if supply is more than or equal to net human resource requirements. 8. Plan to modify or adjust the organisational plan if supply will be inadequate with reference to future net requirements.
8
FORECASTING TECHNIQUES 1.
Managerial judgement
3.
Ratio – trend analysis
5.
Work study techniques
7.
Delphi technique
9.
Flow model 9
SUPPLY FORECASTING 1. Existing human resources 2. Potential losses to existing resources through employee wastage. 3. Potential changes to existing resources through internal promotion. 4. Sources of supply(ss) from within orgn. 5. Sources of ss from outside the org. 10
DEMAND FORECASTING Process of estimating future people required Its basis must be the annual budget and long-term corporate plan. Considers : 1. External factors : competition, change in technology,laws and regulatory bodies. 2. Internal factors : budget,organisational structure,production levels etc. 11
MRP @ Siemens
Siemens Overview
“OUTSTANDING QUALITY IS ESSENTIAL TO OUR SUCCESS” -Warner V. Siemens, Dr. Heinrich V Pierer
13
Siemens Overview
Vision
“ Our customers place their trust in us. Our network of people gives customers the freedom to excel “
Mission “ We create value for our customers by providing business services enabled by information and communication technology. We achieve this through creative & committed people employing innovative solutions to meet customer needs, today and tomorrow. As a Siemens company, we deliver what we promise ”
14
Siemens Overview – Values & principles
To strengthen our CUSTOMERS - to keep them competitive
To push INNOVATION - to shape the future
To enhance company VALUE - to open up new opportunities
To empower our PEOPLE - to achieve world-class performance
To embrace corporate RESPONSIBILITY - to advance society 15
Siemens Global
Founded by 1874 by partnership between Warner Siemens & Johann George Halske
World leaders in several application areas of electrical & electronic technology.
Presence in more than 190 countries 16
Global highlights Sales Net income more than 2,400 million euros
17
Global highlights
Headcount 417,000
People Force
18
Global highlights
Knowledge power € 500 million invested in Training & Development
19
Siemens India
Established in India in 1922 & public in 1962
Siemens AG holds 51% of its equity and the balance 49% is held by nearly 40,000 Indian shareholders.
Employing about 3,800 people,10 manufacturing plants & 19 sales offices, 11 service centers and over 300 channel partners.
Sales of over 14,200 million rupees 20
Siemens India – Business Sectors
Energy Transportation
Healthcare
Siemens India Lighting Solutions
Industry
I&C
21
Siemens India – Org. Chart SIEMENS AG (GERMANY) SIEMENS INDIA CORPORATE SUPPORT FUNCTIONS NINE INDIAN SBU‘S MANUFACTURING HR BUSINESS DEVELOPMENT SALES FINANCE
22
SIEMENS : MRP PROCESS
• Top --> Down • Bottom --> up
23
SIEMENS : MRP PROCESS
1)BUSINESS PLAN(MAY ’04) •NEW ORDER, •SALES, •PROFITS, •TARGET, •PRODUCTIVITY IMPROVEMENT
P=
SALES
NO. OF EMPLOYEES
24
SIEMENS : MRP PROCESS
2) MANPOWER PLANNING. 3) BUDGET. 4) MONITORING.
25
CONCEPT AND DEFINITION
Manpower planning is the process by which the Management determines how an organization should move from its current status from the desired position of human resources. Through planning, management strives to equip with the right number, right type, at right places, at right time to do the right kind of jobs.
IMPORTANCE
Future personnel needs
Creating highly competent personnel
Coping with change
Protection of weaker sections
International strategies
Increasing investment in human resources
Other benefits:
Personnel cost may be less
Better planning and opportunities
3
OBJECTIVES OF MANPOWER PLANNING
To determine future needs
To recruit and retain human resources
To improve standards, skills and ability of existing employees
To estimate cost of human resources
To make best use if existing human resources
4
OBJECTIVES CONTD....
To foresee the impact of technology
To assess the shortage or surplus of human resources
To minimize imbalances
5
MANPOWER PLANNING PROCESS
1. Analyzing organisational plans. 2. Demand forecasting – forecasting overall human resources requirements in accordance with the organisational plans. 3. Supply forecasting – obtaining the data & information about present & future human resource. 6
MANPOWER PLANNING PROCESS
4. Estimating the net human resources requirements. 5. Incase surplus, plan for redeployment, retrenchment and lay-off. 6. Incase deficit, forecast future supply of human resources. 7
MANPOWER PLANNING PROCESS
7. Plan for recruitment, development if supply is more than or equal to net human resource requirements. 8. Plan to modify or adjust the organisational plan if supply will be inadequate with reference to future net requirements.
8
FORECASTING TECHNIQUES 1.
Managerial judgement
3.
Ratio – trend analysis
5.
Work study techniques
7.
Delphi technique
9.
Flow model 9
SUPPLY FORECASTING 1. Existing human resources 2. Potential losses to existing resources through employee wastage. 3. Potential changes to existing resources through internal promotion. 4. Sources of supply(ss) from within orgn. 5. Sources of ss from outside the org. 10
DEMAND FORECASTING Process of estimating future people required Its basis must be the annual budget and long-term corporate plan. Considers : 1. External factors : competition, change in technology,laws and regulatory bodies. 2. Internal factors : budget,organisational structure,production levels etc. 11
MRP @ Siemens
Siemens Overview
“OUTSTANDING QUALITY IS ESSENTIAL TO OUR SUCCESS” -Warner V. Siemens, Dr. Heinrich V Pierer
13
Siemens Overview
Vision
“ Our customers place their trust in us. Our network of people gives customers the freedom to excel “
Mission “ We create value for our customers by providing business services enabled by information and communication technology. We achieve this through creative & committed people employing innovative solutions to meet customer needs, today and tomorrow. As a Siemens company, we deliver what we promise ”
14
Siemens Overview – Values & principles
To strengthen our CUSTOMERS - to keep them competitive
To push INNOVATION - to shape the future
To enhance company VALUE - to open up new opportunities
To empower our PEOPLE - to achieve world-class performance
To embrace corporate RESPONSIBILITY - to advance society 15
Siemens Global
Founded by 1874 by partnership between Warner Siemens & Johann George Halske
World leaders in several application areas of electrical & electronic technology.
Presence in more than 190 countries 16
Global highlights Sales Net income more than 2,400 million euros
17
Global highlights
Headcount 417,000
People Force
18
Global highlights
Knowledge power € 500 million invested in Training & Development
19
Siemens India
Established in India in 1922 & public in 1962
Siemens AG holds 51% of its equity and the balance 49% is held by nearly 40,000 Indian shareholders.
Employing about 3,800 people,10 manufacturing plants & 19 sales offices, 11 service centers and over 300 channel partners.
Sales of over 14,200 million rupees 20
Siemens India – Business Sectors
Energy Transportation
Healthcare
Siemens India Lighting Solutions
Industry
I&C
21
Siemens India – Org. Chart SIEMENS AG (GERMANY) SIEMENS INDIA CORPORATE SUPPORT FUNCTIONS NINE INDIAN SBU‘S MANUFACTURING HR BUSINESS DEVELOPMENT SALES FINANCE
22
SIEMENS : MRP PROCESS
• Top --> Down • Bottom --> up
23
SIEMENS : MRP PROCESS
1)BUSINESS PLAN(MAY ’04) •NEW ORDER, •SALES, •PROFITS, •TARGET, •PRODUCTIVITY IMPROVEMENT
P=
SALES
NO. OF EMPLOYEES
24
SIEMENS : MRP PROCESS
2) MANPOWER PLANNING. 3) BUDGET. 4) MONITORING.
25
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