How do we determine if the number of staff (employees) we have is sufficient for the work required?
Waiting for senior's suggestion.
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From India, Jaipur
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2Waiting for senior's suggestion.
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From India, Jaipur
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Before deciding on manpower, one must prepare:
1. Job analysis
2. Job specification
3. Time and motion study for a particular job
4. Job description
5. Job evaluation
6. Annual and quarterly targets
Later, conduct a productivity analysis after analyzing the above reports.
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From India, Pune
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1. Job analysis
2. Job specification
3. Time and motion study for a particular job
4. Job description
5. Job evaluation
6. Annual and quarterly targets
Later, conduct a productivity analysis after analyzing the above reports.
Regards
From India, Pune
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Would it be possible for your business to consider workforce management? It's a concept that manages work allocation vis-a-vis the talent available to deliver it. You can find many templates and documents on this topic here in this community. Many firms use this as their software to ensure complete billability.
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From India, Mumbai
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Regards
From India, Mumbai
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As an HR manager, you need to evaluate and understand the operational process. You might not be familiar with the job description or role, so you should be prepared for an open table discussion. An organization has different departments (e.g., HR, Accounts, Procurement, Legal, Admin, Facility, Operation), and depending on each department's requirements, HR can discuss with their respective head. Then, the same will go to the Board of Directors for further discussion. Depending on the type of workload, one can easily differentiate between the actual and approximate workforce.
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Kailash
From India, Bangalore
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Regards,
Kailash
From India, Bangalore
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Initially, before starting any company, a complete analysis report is generally made by the management team to determine the nature of work, the necessary departmental functions, and the initial expected manpower required. If you already have an established company, the requirements will depend on the nature of the work and the specific needs. For example, if there is a department ("x department") with deliverables, you can assess whether the assigned tasks can be completed within the set time frame by the employees and identify which tasks may require more time. You should also evaluate if the current workforce allocated is sufficient for the workload. Based on this evaluation, you can estimate the manpower requirements.
Additionally, if the need for manpower is not temporary, you can consider redistributing your existing workforce accordingly.
Please let me know if you need any further assistance or clarification.
From India, Mumbai
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Additionally, if the need for manpower is not temporary, you can consider redistributing your existing workforce accordingly.
Please let me know if you need any further assistance or clarification.
From India, Mumbai
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Recruitment for a New Branch
What's up if there are already branches working and we need to establish another new branch? What do you people think about the recruitment of new staff? Should it be less than 10? Should it be more than 10? Should it be even more? In all the above cases, I am talking about a new manpower consultancy, and the consultancy is 18 years old.
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From India, Hyderabad
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What's up if there are already branches working and we need to establish another new branch? What do you people think about the recruitment of new staff? Should it be less than 10? Should it be more than 10? Should it be even more? In all the above cases, I am talking about a new manpower consultancy, and the consultancy is 18 years old.
Regards
From India, Hyderabad
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Dear Pankaj, We have devised a simple worksheet that categorizes the work performed by employees into daily, weekly, monthly, quarterly, half-yearly, and annual.
We advise employees to list their activities and key in the time in the Excel sheet appended. This gives the time the employee spends each day. The available time for a person in a day is 60 minutes x 8 hours = 480 minutes. If the work content is equivalent to or less than 450 minutes in a day, then recruitment is not needed. However, if it exceeds 450 minutes and is almost 50-60% higher than 450 minutes, then recruitment may be needed. Even in such instances, we can track employees who perform work below 300 minutes and reassign activities for work balancing.
Yet another feature that can be utilized may be Mean Time Between Leave (MTBL). The MTBL is the frequency at which employees avail leave. For example, in January, the number of working days is 25 days, and the employee has availed leave on 3 different days (do not consider the duration of leave), only consider the number of times he has availed leave. Then the MTBL will be 25/3 = 8.33. If this value is less month after month, then it indicates that the employee avails leave quite frequently. It may be an indicator that he has less work. On the other hand, if the value is high month after month, it could indicate that he is unable to avail leave due to his work pressure. Though MTBL is not a direct measure, it may give you a clue of the work content in the department. If the absenteeism % (Number of days leave availed during the period/ the working days x 100) is high and the MTBL is low, then it may be an indicator that the work content for the employee is less. A comparison of the work content sheet indicated in the previous paragraph will also shed some light.
Trust this information will be useful.
Regards, M.V. Kannan
From India, Madras
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We advise employees to list their activities and key in the time in the Excel sheet appended. This gives the time the employee spends each day. The available time for a person in a day is 60 minutes x 8 hours = 480 minutes. If the work content is equivalent to or less than 450 minutes in a day, then recruitment is not needed. However, if it exceeds 450 minutes and is almost 50-60% higher than 450 minutes, then recruitment may be needed. Even in such instances, we can track employees who perform work below 300 minutes and reassign activities for work balancing.
Yet another feature that can be utilized may be Mean Time Between Leave (MTBL). The MTBL is the frequency at which employees avail leave. For example, in January, the number of working days is 25 days, and the employee has availed leave on 3 different days (do not consider the duration of leave), only consider the number of times he has availed leave. Then the MTBL will be 25/3 = 8.33. If this value is less month after month, then it indicates that the employee avails leave quite frequently. It may be an indicator that he has less work. On the other hand, if the value is high month after month, it could indicate that he is unable to avail leave due to his work pressure. Though MTBL is not a direct measure, it may give you a clue of the work content in the department. If the absenteeism % (Number of days leave availed during the period/ the working days x 100) is high and the MTBL is low, then it may be an indicator that the work content for the employee is less. A comparison of the work content sheet indicated in the previous paragraph will also shed some light.
Trust this information will be useful.
Regards, M.V. Kannan
From India, Madras
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Recruitment Analysis of ABC Company.ppt
Recruitment Cost Analysis.xls