Hello,
Let's start sharing our knowledge and experience on Manpower Planning Techniques.
My discussion would start from Manpower Planning, then we can move on to cover other functional areas of HR in order.
1. Manpower Planning
2. Recruitment & Selection
3. Induction
4. Process Development - Jobs/Roles/Responsibilities/Deliverables
5. Performance Appraisal
6. Training & Development/Career Development
7. Organization Development
Depending on our discussions and learning, we can explore other areas accordingly, depending on our mutual interests.
Looking for your support.
Thanks & Regards,
RK
Topic 1: Manpower Planning Techniques
How to determine the future training needs of the labor market in developing countries is a question that has confronted manpower analysts and educational planners for decades. There is no easy solution simply because no one can forecast the future and, therefore, what labor demands are likely anymore than one can predict stock market movements or future economic growth rates. This has not stopped people from trying. However, models to perform manpower analyses have been subject to such scathing criticism that manpower practitioners have shied away from modeling techniques, and as such, there is a gap to be filled. As of now, a combination of techniques under the general heading of "labour market signaling" has become the accepted methods, in recent years, to assess manpower needs. However, few countries have created a system to do this, and there is much theorizing but little action.
Waiting for your thoughts about it. Let's share our experience and knowledge, come out with the best solutions/techniques to meet our present and future demands and the competition in store for us.
From India, Hyderabad
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17Let's start sharing our knowledge and experience on Manpower Planning Techniques.
My discussion would start from Manpower Planning, then we can move on to cover other functional areas of HR in order.
1. Manpower Planning
2. Recruitment & Selection
3. Induction
4. Process Development - Jobs/Roles/Responsibilities/Deliverables
5. Performance Appraisal
6. Training & Development/Career Development
7. Organization Development
Depending on our discussions and learning, we can explore other areas accordingly, depending on our mutual interests.
Looking for your support.
Thanks & Regards,
RK
Topic 1: Manpower Planning Techniques
How to determine the future training needs of the labor market in developing countries is a question that has confronted manpower analysts and educational planners for decades. There is no easy solution simply because no one can forecast the future and, therefore, what labor demands are likely anymore than one can predict stock market movements or future economic growth rates. This has not stopped people from trying. However, models to perform manpower analyses have been subject to such scathing criticism that manpower practitioners have shied away from modeling techniques, and as such, there is a gap to be filled. As of now, a combination of techniques under the general heading of "labour market signaling" has become the accepted methods, in recent years, to assess manpower needs. However, few countries have created a system to do this, and there is much theorizing but little action.
Waiting for your thoughts about it. Let's share our experience and knowledge, come out with the best solutions/techniques to meet our present and future demands and the competition in store for us.
From India, Hyderabad
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Hi, this is Ruchi. I would like to discuss more on this topic if you don't mind. I have joined Osram India Pvt Ltd as Management Trainee-HR six months back. I think through discussion, I would be able to learn from you.
Regards,
Ruchi
Faridabad
From India, New Delhi
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Regards,
Ruchi
Faridabad
From India, New Delhi
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Hi Ruchi,
Nice to hear from you, and I would like to share my knowledge and expertise on this topic going forward.
Let us both cover the topic in three sections:
1. Subjective Aspect of Manpower Planning - Models Based on the same.
2. Basic Techniques and Calculations in Manpower Planning.
3. Research work on Trends and Techniques.
We both can do research on the same, and I request you to share your knowledge and learning with me from time to time as this will help both of us to be effective in our learning.
Though I am not a subject matter expert, I have enough data with me that will help us explore this area and cover it in-depth so that our basics are strong. This will help us improve and come out with the best strategies on the job wherever we are working.
A. Manpower Planning - Subject Aspect
Conceptually speaking, let us examine employment and manpower planning.
Labour market models are useful both for labor market analysis and to help design labor market information systems. Also, it looks at several techniques that can be used for employment and manpower planning.
What is the relation between employment and manpower planning techniques?
Employment planning is concerned with the macro policy instruments that create employment. The activity is mainly carried out in the Planning or Economy Department.
There are three most important questions that would arise while planning, such as:
- How to employ the 50,000 (let's say) or so new entrants to the labor market.
- What impact will investment have on labor productivity and hence employment levels.
- Will increases in the minimum wage reduce employers' desires to hire labor, which are of importance.
Manpower planning, on the other hand, is largely concerned with labor supply. It is interested in questions such as how many people are coming onto the labor market, what are their education and training levels, what is their age, etc. It is largely concerned with determining what training needs there are so that the labor supply can be shaped to meet the demands of the economy.
Manpower planning cannot be carried out in isolation from macroeconomic phenomena. On the other hand, that part of macroeconomics that is interested in creating jobs cannot ignore who the jobs are for in terms of the skill, sex, and age base of the population. This is because the determinants of economic growth are strongly related to the characteristics of the labor force in terms of its skill, education, flexibility, etc.
Let us look into the techniques that look at both the supply and demand side of the employment and manpower-planning puzzle are presented and then critically examine the same.
First Approach: The Manpower Requirements Approach (MRA)
I. Then Dominant Model
The dominant model of manpower planning (according to Youdi, 1985) is what is known as the 'manpower-requirements' approach or model. It first came to widespread prominence in the OECD's Mediterranean Regional Project (MRP) in the early 1960s. The three major steps in manpower forecasting are: (a) projecting the demand for educated manpower, (b) projecting the supply of educated manpower, and (c) balancing supply and demand. Each is next taken in turn, following Youdi.
a. The demand side
There are five main steps to assess the number of workers by educational level over time (following the MRP methodology):
Note: i = economic sector, j = occupation, k = educational level, a = age, s = sex;
- Estimating the future level of GDP or output (X)
- Estimating the structural transformation of the economy as expressed by the distribution of output by the economic sector (Xi/X) as it evolves over time.
- Estimating labor productivity by the economic sector (Li/Xi) and its evolution over time.
- Estimating the occupational structure of the labor force within economic sectors and its evolution over time (Lij/Li).
- Estimating the educational structure of the labor force in given occupations within economic sectors over time (Lijk/Lij).
Hence the demand function for educated labor looks something like:
LDijk = f(X, Xi/X, Li/Xi, Lij/Li, Lijk/Lij)..... (1)
b. The supply side
There are four basic steps:
- Estimating the population Pa,s,k by age, sex, and educational level.
- Assessing the number of graduates, dropouts by age, sex, and educational level, Ea,s,k.
- Finding the labor force participants (LS) by applying age, sex, educational level labor force participation rates to the number of graduates, la,s,k.
- Estimating the occupational supply based on labor supply by education level possibly using an education to occupation matrix Mk,j.
Hence the supply function for educated labor looks something like:
LSj,k = f(Pa,s,k, Ea,s,k, la,s,k, Mk,j).... (2)
c. Balancing labor supply to demand
This adjustment, according to Youdi, is normally done in two ways. First, if LD.j. is very different from LSj, due, for instance, to poor data quality and not backed up by a priori reasoning, the manpower planner will tend to use an ad hoc adjustment mechanism and go back to one or more of the key assumptions and revise them. For example, too much optimism on labor productivity could reduce the demand for labor while too much optimism on labor force participation rates could increase the supply of labor. Clearly, if reconciliation is not possible, then this has significant implications for policy action to narrow the gap between educated labor supply and its demand.
I shall stop this discussion at this point. What I was discussing was at the Macro Level. I would like to get these points straight into the application part. I mean how can we apply these principles and get onto a couple of techniques so that we can practically learn it together.
Please share your inputs on the information I provided above. I hope that was interesting and informative. Please let me know how we can have better conversations, as I don't want to be one-sided and keep sharing information that you are not interested in, and I presume things from your end.
Thank you, and have a wonderful day.
RK
From India, Hyderabad
Acknowledge(0)Amend(0)
Nice to hear from you, and I would like to share my knowledge and expertise on this topic going forward.
Let us both cover the topic in three sections:
1. Subjective Aspect of Manpower Planning - Models Based on the same.
2. Basic Techniques and Calculations in Manpower Planning.
3. Research work on Trends and Techniques.
We both can do research on the same, and I request you to share your knowledge and learning with me from time to time as this will help both of us to be effective in our learning.
Though I am not a subject matter expert, I have enough data with me that will help us explore this area and cover it in-depth so that our basics are strong. This will help us improve and come out with the best strategies on the job wherever we are working.
A. Manpower Planning - Subject Aspect
Conceptually speaking, let us examine employment and manpower planning.
Labour market models are useful both for labor market analysis and to help design labor market information systems. Also, it looks at several techniques that can be used for employment and manpower planning.
What is the relation between employment and manpower planning techniques?
Employment planning is concerned with the macro policy instruments that create employment. The activity is mainly carried out in the Planning or Economy Department.
There are three most important questions that would arise while planning, such as:
- How to employ the 50,000 (let's say) or so new entrants to the labor market.
- What impact will investment have on labor productivity and hence employment levels.
- Will increases in the minimum wage reduce employers' desires to hire labor, which are of importance.
Manpower planning, on the other hand, is largely concerned with labor supply. It is interested in questions such as how many people are coming onto the labor market, what are their education and training levels, what is their age, etc. It is largely concerned with determining what training needs there are so that the labor supply can be shaped to meet the demands of the economy.
Manpower planning cannot be carried out in isolation from macroeconomic phenomena. On the other hand, that part of macroeconomics that is interested in creating jobs cannot ignore who the jobs are for in terms of the skill, sex, and age base of the population. This is because the determinants of economic growth are strongly related to the characteristics of the labor force in terms of its skill, education, flexibility, etc.
Let us look into the techniques that look at both the supply and demand side of the employment and manpower-planning puzzle are presented and then critically examine the same.
First Approach: The Manpower Requirements Approach (MRA)
I. Then Dominant Model
The dominant model of manpower planning (according to Youdi, 1985) is what is known as the 'manpower-requirements' approach or model. It first came to widespread prominence in the OECD's Mediterranean Regional Project (MRP) in the early 1960s. The three major steps in manpower forecasting are: (a) projecting the demand for educated manpower, (b) projecting the supply of educated manpower, and (c) balancing supply and demand. Each is next taken in turn, following Youdi.
a. The demand side
There are five main steps to assess the number of workers by educational level over time (following the MRP methodology):
Note: i = economic sector, j = occupation, k = educational level, a = age, s = sex;
- Estimating the future level of GDP or output (X)
- Estimating the structural transformation of the economy as expressed by the distribution of output by the economic sector (Xi/X) as it evolves over time.
- Estimating labor productivity by the economic sector (Li/Xi) and its evolution over time.
- Estimating the occupational structure of the labor force within economic sectors and its evolution over time (Lij/Li).
- Estimating the educational structure of the labor force in given occupations within economic sectors over time (Lijk/Lij).
Hence the demand function for educated labor looks something like:
LDijk = f(X, Xi/X, Li/Xi, Lij/Li, Lijk/Lij)..... (1)
b. The supply side
There are four basic steps:
- Estimating the population Pa,s,k by age, sex, and educational level.
- Assessing the number of graduates, dropouts by age, sex, and educational level, Ea,s,k.
- Finding the labor force participants (LS) by applying age, sex, educational level labor force participation rates to the number of graduates, la,s,k.
- Estimating the occupational supply based on labor supply by education level possibly using an education to occupation matrix Mk,j.
Hence the supply function for educated labor looks something like:
LSj,k = f(Pa,s,k, Ea,s,k, la,s,k, Mk,j).... (2)
c. Balancing labor supply to demand
This adjustment, according to Youdi, is normally done in two ways. First, if LD.j. is very different from LSj, due, for instance, to poor data quality and not backed up by a priori reasoning, the manpower planner will tend to use an ad hoc adjustment mechanism and go back to one or more of the key assumptions and revise them. For example, too much optimism on labor productivity could reduce the demand for labor while too much optimism on labor force participation rates could increase the supply of labor. Clearly, if reconciliation is not possible, then this has significant implications for policy action to narrow the gap between educated labor supply and its demand.
I shall stop this discussion at this point. What I was discussing was at the Macro Level. I would like to get these points straight into the application part. I mean how can we apply these principles and get onto a couple of techniques so that we can practically learn it together.
Please share your inputs on the information I provided above. I hope that was interesting and informative. Please let me know how we can have better conversations, as I don't want to be one-sided and keep sharing information that you are not interested in, and I presume things from your end.
Thank you, and have a wonderful day.
RK
From India, Hyderabad
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MAN POWER PLANNING.doc
Man-power-reque stion_897.zip