I am working in an logistics company as team leader hr,I am new in the orgainisation and require help from you all.
I have been given the task of man power planning(to study how many workforce actual working & how many required) plus are we hiring right candidate at right place. I have been also given task of forming new policies for company & writing SOP for Whole company
i am not finding the roadmap as my manager is from non hr background.
From India, Mumbai
I have been given the task of man power planning(to study how many workforce actual working & how many required) plus are we hiring right candidate at right place. I have been also given task of forming new policies for company & writing SOP for Whole company
i am not finding the roadmap as my manager is from non hr background.
From India, Mumbai
Dear friend,
To do the manpower planning, you need to do the time and motion studies. But even before that, you need to identify various processes and understand what is the standard time taken to execute the these. Later, you need to divide the process into various tasks, and you need to measure how much time is taken for the execution of the task.
In addition to this, you need to identify the various measures of performance. You need to identify, in order to attain certain target, how much manpower is required.
Above all, you need to take into account the customer satisfaction also. Reduction in manpower should not result into reduction in customer satisfaction.
The subject comes up for discussion time and again. You may refer my comments on the past posts. The links are as below:
https://www.citehr.com/478444-manpow...ml#post2111098
https://www.citehr.com/424736-manpow...ml#post1922136
https://www.citehr.com/457300-work-s...ml#post2046554
https://www.citehr.com/585259-hr-str...ml#post2356674
This is mammoth task. For this it is better to hire a consultant.
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
7885To do the manpower planning, you need to do the time and motion studies. But even before that, you need to identify various processes and understand what is the standard time taken to execute the these. Later, you need to divide the process into various tasks, and you need to measure how much time is taken for the execution of the task.
In addition to this, you need to identify the various measures of performance. You need to identify, in order to attain certain target, how much manpower is required.
Above all, you need to take into account the customer satisfaction also. Reduction in manpower should not result into reduction in customer satisfaction.
The subject comes up for discussion time and again. You may refer my comments on the past posts. The links are as below:
https://www.citehr.com/478444-manpow...ml#post2111098
https://www.citehr.com/424736-manpow...ml#post1922136
https://www.citehr.com/457300-work-s...ml#post2046554
https://www.citehr.com/585259-hr-str...ml#post2356674
This is mammoth task. For this it is better to hire a consultant.
Thanks,
Dinesh Divekar
+91-9900155394
From India, Bangalore
Dear Friend,
As mentioned by you, you were assigned to take care of
1. Manpower planning (Task A)
2. Recruitment evaluation (Task B)
3. Framing new policies and SOP’s (Task C)
I would suggest you to have an easy way to address all the above tasks in the following order –
1. Draft SOP’s for all process (in all departments) <<(Task C)>>
a. Devise Time – motion study for all process
b. Work on preparing competency / skill matrix;
c. Prepare Job analysis <<preparatory work for (Task A)>>
i. Job Description
ii. And Job Specification for all positions
iii. Try to record all the KRA’s << this will help you in Performance Evaluation>>
2. Work on finalizing Manpower intend (for upcoming quarter / Half year etc.) <<(Task A)>>
a. Arrive on Manpower planning
3. After the new candidates are recruited / inducted
a. Analyse the recruitment efficiency <<(Task B)>>
As you were very new to this company, try to get yourselves much interacting with all the functional departments. If the company where you have joined is a new start-up, then you can have the advantage to get a friendly move with all the department heads.
In the other case if the company is already an established one, try to form a cross functional team (with experts / representatives from all the functional teams). Get inputs from each department to document the Standard Operating Procedures for all process in each department. SOP’s cannot be drafted within a single stroke as it is a continuous process where new advancements / creative ideas and elimination of all non – value adding elements needs regular updation. While the SOP’s for critical process are drafted fairly, you can move on to the next task of time motion study. Exploring in this area, you can decide on the skill matrix for each jobs. This will assist your recruitment team in sourcing talents. Once the new hires are inducted, trained and placed on the job, then you can evaluate the efficiency of your recruitment.
More over all the above tasks are inter dependent and go hand in hand.
Please don’t oversee the above roadmap as an exhaustive one. You will start exploring many new tasks as you ponder over.
Best wishes in all your tasks,
Regards,
M. Harishkumar
From India, Tiruchengode
As mentioned by you, you were assigned to take care of
1. Manpower planning (Task A)
2. Recruitment evaluation (Task B)
3. Framing new policies and SOP’s (Task C)
I would suggest you to have an easy way to address all the above tasks in the following order –
1. Draft SOP’s for all process (in all departments) <<(Task C)>>
a. Devise Time – motion study for all process
b. Work on preparing competency / skill matrix;
c. Prepare Job analysis <<preparatory work for (Task A)>>
i. Job Description
ii. And Job Specification for all positions
iii. Try to record all the KRA’s << this will help you in Performance Evaluation>>
2. Work on finalizing Manpower intend (for upcoming quarter / Half year etc.) <<(Task A)>>
a. Arrive on Manpower planning
3. After the new candidates are recruited / inducted
a. Analyse the recruitment efficiency <<(Task B)>>
As you were very new to this company, try to get yourselves much interacting with all the functional departments. If the company where you have joined is a new start-up, then you can have the advantage to get a friendly move with all the department heads.
In the other case if the company is already an established one, try to form a cross functional team (with experts / representatives from all the functional teams). Get inputs from each department to document the Standard Operating Procedures for all process in each department. SOP’s cannot be drafted within a single stroke as it is a continuous process where new advancements / creative ideas and elimination of all non – value adding elements needs regular updation. While the SOP’s for critical process are drafted fairly, you can move on to the next task of time motion study. Exploring in this area, you can decide on the skill matrix for each jobs. This will assist your recruitment team in sourcing talents. Once the new hires are inducted, trained and placed on the job, then you can evaluate the efficiency of your recruitment.
More over all the above tasks are inter dependent and go hand in hand.
Please don’t oversee the above roadmap as an exhaustive one. You will start exploring many new tasks as you ponder over.
Best wishes in all your tasks,
Regards,
M. Harishkumar
From India, Tiruchengode
Man power planning ( MPP ) should be linked to Business need. What I have noticed in different MNCs that they are starting MPP in the month of August/Sept usually to have a look on MPP they have made last year and present status. They also take feed back from Sales/Marketing, Manufacturing two big departments for the rest of the months status of the year and accordingly revised the MPP for the year if necessary.
During the same time sales/ marketing is also project Business forecast/budget along with MPP for the next year. That is also shared with all functional heads and they after analyzing the situation of their respective areas and forecast their MPP with a staggered recruitment period.
After compiling the entire data, HR Head is supposed to bring it to the notice of MD (Overall business head ) who in turn after conducting discussion with all HODs finally decide the MPP for rest of the months in the year and also for next year.
Depending on size of the organizations it's vary - region basis , different business vertical basis etc. In Govt. system/ Bank/Insurance etc. it is decided by specific committee formed for the purpose.
S K Bandyopadhyay ( WB, Howrah)
CEO-USD HR Solutions
+91 98310 81531
USD HR Solutions – To Strive towards excellence with effort and integrity
From India, New Delhi
During the same time sales/ marketing is also project Business forecast/budget along with MPP for the next year. That is also shared with all functional heads and they after analyzing the situation of their respective areas and forecast their MPP with a staggered recruitment period.
After compiling the entire data, HR Head is supposed to bring it to the notice of MD (Overall business head ) who in turn after conducting discussion with all HODs finally decide the MPP for rest of the months in the year and also for next year.
Depending on size of the organizations it's vary - region basis , different business vertical basis etc. In Govt. system/ Bank/Insurance etc. it is decided by specific committee formed for the purpose.
S K Bandyopadhyay ( WB, Howrah)
CEO-USD HR Solutions
+91 98310 81531
USD HR Solutions – To Strive towards excellence with effort and integrity
From India, New Delhi
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Manpower Planning,Rect & Selection PPTs.zip
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