This is Swati Saxena,working with a Chartered Accountant firm,joined 2 months back.
Its a totally new industry for me.
I formulated a Manpower Planning Questionnaire for my Org.
Please Take a look of it and respond.
-How valuable it is.
Need your valuable suggestions to improve my Questionnaire.
Is it the rigt step prior to go for manpower planning as i am doing first time.
plz suggest me.

From India, Delhi

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Dear Swati,
Thanx for the Information. I have recently started handling Manpower Planning. Are you handling manpower. Also there are some abbrev. which i cannot understand in your document CI) Managers CII) CAs CIII) Paid Assts CIV) PIIs CV) CPTs ??

wht is PIIs, CPTs ??

Kindly let me know



From Oman, Muscat
I am working with a ca firm so,
here we do have trainees and we have categorizes them like
if they had given Ist year exam which is called CPT we call them CPT articled clerk.
so u can also consider the same category in reference to ur comp.
trainee,executives,team lead and so.

From India, Delhi
hi swati....
i havve a look on ur questionnaire.....
i find all the questions are simply direct questions......
u shd put some indirect questions have a better idea......
directly asking that how much employees i particular field require....
if u ask them .... about their work load...about their hour of work...
their needs ...may be it will help u to make ur questionnaire...beetter...
i hope this suggestion will be of some help to u....

From India, Mumbai
Hi Swati
There are alot more factors which needs to be considered before we actually come up with the Manpower plan.
If we go in detail..., we need to understand what is the % growth in revenue the company is planning to achieve.
Next step would be to understand will the current Manpower be able to reach the revenue.., if not what is the gap which needs to be fulfilled.
The gap would precisely be at various levels (junior, senior etc..,) based on which the entire plan can be made.
Sharat Sharma

From India,
This exercise is done generally by discussing with the managerial / supervisory staff and getting to know their needs. In some cases, it may require more than one sitting with concerned manager / supervisory staff.
The reason being:-
  • Some of the points in your questionaire may require several direct /indirect questions.
  • Through questionaire, some issues may not come-out..
  • This gives an opportunity for HR personnel to interact with people
You may keep the questionaire-points as it gives a structured approach to start and proceed with the discussions.

From India, Madras
Hi Swati
The Manpower Planning has to be done keeping in mind the Organisations short term as well as long term goals, the total funds allocated for potential manpower, the revenue generation of the business of the organisations, any new venture or diversification...
In short the the Manpower planning has to based on the following:
1. Quantity
2. Financials
2. Quality (of people)
take care

From India, Delhi
IT will be filled up and mailed back to you. I have msged u please go through and reply for conformation of Service Tax on Bonus paying to Contarct Workers confrom from CA. THANK U!
From India, Ahmadabad
Manpower Planning is very critical in any orgnization. While we start working on Manpower Planning it is essential to know why my organization is looking forward for Manpower Planning? What organization is going to achieve out of it. If my MPP Freamwork is leading me to Career Planning, Succession Planning, IDPs or it is only helping me for recruitment. Ours is Chemical Manfucturing Organization with 3000 direct employees and we have started implementation of MPP Freamwork since last April 2008 and it is today the Main Function which is leading us for Human Capital Development and helping is for Recrutiment, T&D, CPP,SP,Competency Mapping, Identification of HP-HP, HP-LP, LP-HP,LP-LP etc. Freamwork is based on stategics of our diversified businesses and available talent pool. May be later on will share the broad freamwork. Thanks

From India, Valsad
i think its fair enough.
lay due focus on "staffing and scheduling" by line managers and finally on learning curve or which skillsets to aquire strategically.
one eg of staffing and scheduling could be as adopted amongst BPOs (as per COPC) analyse the historical call flows and predict future trends, current capability index Vs SLA and then adopt 100% flexibility in forming shifts to workflow
in case of a confusion/ clarification feel free to contact

From India, Delhi

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