Manpower Planning Questionnaire - Doc Download

Dear Friends,

This is Swati Saxena, working with a Chartered Accountant firm, joined 2 months back. It's a totally new industry for me. I formulated a Manpower Planning Questionnaire for my organization. Please take a look at it and respond.

- How valuable is it? I need your valuable suggestions to improve my Questionnaire. Is it the right step before going for manpower planning as I am doing it for the first time?

Please suggest to me.

Dear Swati,

Thank you for the information. I have recently started handling manpower planning. Are you also handling manpower? Also, there are some abbreviations which I cannot understand in your document CI) Managers CII) CAs CIII) Paid Assts CIV) PIIs CV) CPTs ??

What is PIIs, CPTs?

Kindly let me know.

Regards,

Anil

Dear Anil,

I am working with a CA firm where we have trainees categorized based on their progress. For instance, if they have passed the Ist year exam, known as CPT, we refer to them as CPT articled clerks. You can also consider similar categories within your company such as trainees, executives, team leads, and so on.

Thank you.

Hi Swati,

I have looked at your questionnaire. I find that all the questions are simply direct questions. You should consider adding some indirect questions as well to get a better idea. Instead of directly asking how many employees a particular field requires, you could inquire about their workload, hours of work, and their needs. This approach may help you improve your questionnaire. I hope this suggestion will be of some help to you.

Sunil

Hi Swati,

There are a lot more factors that need to be considered before we actually come up with the manpower plan. If we go into detail, we need to understand what percentage growth in revenue the company is planning to achieve. The next step would be to understand if the current manpower will be able to reach the revenue. If not, what is the gap that needs to be fulfilled? The gap would precisely be at various levels (junior, senior, etc.) based on which the entire plan can be made.

Regards,
Sharat Sharma

This exercise is generally done by discussing with the managerial/supervisory staff and getting to know their needs. In some cases, it may require more than one sitting with the concerned manager/supervisory staff.

The reason being:

- Some of the points in your questionnaire may require several direct/indirect questions.
- Through the questionnaire, some issues may not come out.
- This gives an opportunity for HR personnel to interact with people.

You may keep the questionnaire points as it gives a structured approach to start and proceed with the discussions.

Hi Swati,

The Manpower Planning has to be done keeping in mind the organization's short-term as well as long-term goals, the total funds allocated for potential manpower, the revenue generation of the business of the organizations, any new venture, or diversification.

In short, Manpower planning has to be based on the following:
1. Quantity
2. Financials
3. Quality (of people)

Take care,
Rahul

IT will be filled up and mailed back to you.

I have messaged you. Please go through and reply for confirmation of Service Tax on Bonus paying to Contract Workers, confirmed from CA. Thank you!

Hi!

Manpower planning is very critical in any organization. When we start working on manpower planning, it is essential to know why my organization is looking forward to it and what the organization is going to achieve from it. If my MPP framework is leading me to career planning, succession planning, IDPs, or if it is only helping me with recruitment. Ours is a chemical manufacturing organization with 3000 direct employees, and we have been implementing the MPP framework since April 2008. It is now the main function leading us in human capital development and helping us with recruitment, training and development, CPP, SP, competency mapping, identification of HP-HP, HP-LP, LP-HP, LP-LP, etc. The framework is based on the strategies of our diversified businesses and the available talent pool. Maybe later on, I will share the broad framework. Thanks.

I think it's fair enough. Lay due focus on "staffing and scheduling" by line managers and finally on the learning curve or which skill sets to acquire strategically. One example of staffing and scheduling could be as adopted among BPOs (as per COPC): analyze the historical call flows, predict future trends, compare current capability index to SLA, and then adopt 100% flexibility in forming shifts to workflow. In case of confusion or need for clarification, feel free to contact.

Manpower planning is a very large subject. HR are facilitators, and other departments are users. So, unless and until we have full support from other departments, we are handicapped.

Your questionnaire with respect to the above topic is very good. I have a lot of experience in manpower planning and rationalization.

If you have any queries regarding the above, you can revert back to me.

Regards,
Abhijeet Sawant

Hi everyone,

Manpower planning is done through many methodologies.

Why should we not answer straight to the point? Manpower planning is done predominantly through following two methods:

1. Business Process Reengineering
2. Time and motion studies

There are many more methods, but for practical purposes, these two are commonly used. The rest are mainly of academic interest.

The first principles include:

- Study of the entire business process
- Study of the economics of the business
- Process mapping
- Activity analysis
- Predictions based on regression analysis to forecast manpower needs according to various business models

Details on the above should be worked out by the individuals conducting such studies.

Regards,
Rashid Musa

Hi Swati,

This is Shiva, working as an Assistant Professor for the MBA Department. I need some more questions about Manpower Planning to assist one of my students with his MBA project work. Please help me, my friend.

Regards,
Venkata Shiva Kumar S.

Hello everyone,

Please can you send me the project report on MANPOWER PLANNING? It's urgent.

Regards,
Shweta Kulkarni