2. Manpower Planning
▪Manpower planning or Human resource planning
is a process by which an organization ensures that
– it has the right number and kinds of people
– at the right place
– at the right time
– capable of effectively and efficiently completing
those tasks that will help the organization achieve
its overall strategic objectives.
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3. Macro and Micro level
▪Macro level includes demographic changes, legal
central, policies and markets technology etc.
▪Micro level includes organizational restructuring,
skill, strategic objective, trade unions etc.
▪Macro is considered to have uncontrollable factors
whereas Micro level factors can be controlled.
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4. Macro level
▪These are more visible from our economic planning
as governments over the years have been giving
increasing priority to these following sectors like:
▪Population planning and control,
▪Education,
▪Health, and
▪Housing etc.
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5. Population Planning and control:
• To enforce control over population explosion,
population planning and control measures have
been initiated by the Government.
• Unless such control is enforced in a planned
manner, no amount of institutional support can
sustain and resulting in generation of unproductive
population which will remain a drain on our national
resources.
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6. Literacy and Education:
▪ The National Policy on Education in 1986
provides a broad framework for complete
eradication of illiteracy in the country by
declaring basic primary level education free and
compulsory to strengthen institutional
infrastructure for education.
▪ The policy emphasizes on increased government
and non-government expenditure.
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7. Health and Medical-care:
▪ The health sector reforms are another required
initiative for Human Resources development at
the macro level.
▪ In this respect, India has recorded disparity or
unequalness and regional issues.
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8. Housing:
▪ In housing sector, Government has renewed its
efforts by adopting the National Housing policy
in 1998.
▪ The basic objective of this policy is to achieve
sustainable development of housing
infrastructure through public-private
partnership.
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9. Employment-Unemployment
Situation :
▪ Though in general the number of educated
unemployed is on the rise, there is an acute
shortage of a variety of skills.
▪ This emphasizes the need for more effective
recruitment and retaining people.
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10. Technological Change
▪ The changes in production technologies, marketing
methods and management techniques have been
extensive and rapid.
▪ Their effect has been profound on job contents and
contexts.
▪ These changes can cause problems relating to retraining
and redeployment. All these contribute to the need to plan
Human Resource needs intensively and systematically.
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11. Demographic Changes :
The changing profile of the work force in terms of
age, sex, literacy, technical inputs and social
background have implications for Human Resource
planning.
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12. Legislative Controls :
▪ It is easy to increase but difficult to reduce the numbers
employed because of recent changes in labour law relating
to lay-offs and closures.
▪ Those responsible for managing Human Resources must
look far ahead and attempt to foresee Human Resource
position.
▪ Now legislation makes it difficult to reduce the size of an
organization quickly and cheaply.
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13. Impact of Pressure Groups :
Pressure groups such as unions, politicians have
been raising contradictory pressures on enterprise
management in areas such as internal recruitment
and promotions, preference to employee’s children,
displaced persons, sons of soil, etc.
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14. “
Human Resources are like
natural resources; they’re
often buried deep. You have
to go looking for them, they’re
not just lying around on the
surface. You have to create
the circumstances where
they show themselves.
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