Navigating Overstaffing in IT: How Do You Balance Manpower Planning and Decision-Making?

Dear members,

I hope this email reaches you all in the pink of health. In Chennai, if not for the heat, everything is fine.

I am currently handling a very sensitive issue in my concern, which is Overstaffing. Overstaffing on its own is not an issue. The actions leading to overstaffing, like terminations, are the concern. I have been given the task to find out the workflow, learn each position's contributions, and submit a report on which position is performing more secretarial duties that could be done by others.

How is manpower planning done? Who decides whether we need to increase manpower or not? Is it the technical leaders or HR? Currently, the technical leaders inform HR that they need manpower, and we meet the requirement. If we introduce a new system, how will we convince them? What could be a better system in an IT context? How does the entire process function?

Asha

Dear Asha:

Who better to know their needs than the 1st line supervisors, who are ultimately responsible for production and efficiency in both a manufacturing segment (TATA Motors), or in a technical environment (Microsoft).

They know the numbers and types of employees required when business is expanding, as well as the employees who are redundant in a contracting economy.

The usual procedure has the supervisor going to his/her immediate superior and requesting additional headcount (with supporting evidence, of course). The superior reviews the request in the light of production demands and customer needs and, if convinced, forwards the request up the chain of command where it is ultimately reviewed for approval/disapproval by the Responsible Authority (President, Comptroller, and VP Operations).

In a slowing economy, where the need for a reduction in force (RIF) is necessary, the Responsible Authority issues a directive to the lower levels to reduce the workforce (by a percentage or a specific number). Again it is the front line supervisor and his/her immediate superior who will undertake the task of deciding the employees to be released. UNLESS there are barriers to such unilateral determination - Union contract, past practice, or statutory requirements that must be complied with - then HR becomes involved for guidance and counsel.

My suggestion - leave the current system alone unless there are major problems in increasing or reducing the workforce. Don't change merely for the sake of change. You don't need the aggravation.

Paladin

Hi Friends,

If a requirement comes from any department, how does HR verify that the department really needs more manpower? I mean, can HR completely rely on the Line Managers? Are there other methods to verify the requirement requisition coming from Line Managers? Is there any system or procedure available for that? Please suggest to me.

Bharti

Dear Friends,

It is the HR who has to decide the manpower required. It is HR who should manage the inflow and outflow of the manpower. I can clarify this for you.

Regards,
Sai Prasad

Dear Sai Prasad,

I know it's HR who decides about the manpower requirement. But I have a confusion, or you can say that I am facing the same kind of problem. In my organization, normally the depot head gives the manpower requisition. Now management wants me to develop a system that will help verify whether the given requirement really exists or not.

If the lead submits the requisition for manpower when the existing team is sitting idle, then how will we verify this? Is there any such system or method that can help in that context?

Bharti