Course Code: MGT-3601

Course Title: Industrial Management

Assignment No: 01
Assignment Name: Manpower Planning in IIUC
Date of Assignment: 19/10/14
Date of submission: 15/12/14

Submitted to,
Md. Nazmus Sakib
Assistant Lecturer
Dept. of EEE, IIUC

Submitted by,
1. Maksudul Bashar - T-121010
2. Naimuzzaman - T-121011
3. Imdadul Haque - T-121014
4. Md. Raihan Hossain - T-121015
5. Rashedul Islam T-121016
6th semester

Dept. of ETE, IIUC

Manpower Planning in IIUC

Introduction:
Manpower, also known as human resources is the total knowledge, skills, creative abilities,
talents and aptitudes of an organizations work-force as well as the values, attitudes and benefits
of an individual involved. Human resource is the most valuable assets of an organization, not
money or physical equipment. An organizations performance and resulting productivity are
directly proportional to the quality and quantity of human resources.
An organization on the bases of its requirements plans for right number and skills of human force
to suit its present and future needs and after planning manpower requirement, recruitment and
selection process can begin. After selecting an employee by an organization as a member of its
personnel function, the next step is to place him on the right job and orienting him to the
organization.
Proper selection and placement of human resources would not only contribute to achievement of
objectives and smooth running of an organization but also offer significant potential for future
development. Therefore building and maintaining effective human resources is very important
function of human resources management.

What is Manpower Planning?

Manpower planning is a process determining requirements of right number and right kind of
human force at right place and right time. It is the determination of right number and right skills
of human force to suit present and future needs.
Human resource planning includes creating an employer brand, retention strategy, absence
management strategy, flexibility strategy, talent management strategy, recruitment and selection
strategy.
Manpower planning is defined by Stainer asStrategy for the requisition, utilization, improvement and preservation of an enterprises human
resource. It relates to establishing job specifications or the quantitative requirements of jobs
determining the number of personnel required and developing sources of manpower.
As defined by Bulla and Scott,

Human resource planning is the process for ensuring that the human resource requirements of
an organization are identified and plans are made for satisfying those requirements.
Reilly defined manpower planning asA process in which an organization attempts to estimate the demand for labor and evaluate the
size, nature and sources of supply which will be required to meet the demand.
Gbosi (2003) describes manpower asThe bulk of human beings with relevant skills, energies, talents, knowledge and attitudes that
can be put to the production of goods and services. Here human beings are not described as
manpower or human resources except in that they can be put to some economic use as a resource
that in turn can be used for wealth generation or for the facilitation of increases in wealth.
According to Lloyd Byars & Leslie Rue,
Manpower planning is the system of matching the supply of people- internally (existing
employees) and externally (those to be hired or searched for)- with the openings the organization
expects to have over a given time frame.
The need for manpower planning is clearly expressed in the following excerpt from
Psacharopoulos and Woodhall (1985:72):
Skilled manpower is one of the most crucial inputs of modern economy growth (and to avoid
critical shortages or surpluses of manpower). Planners have sought to identify future
requirements for skilled manpower and to design the education system so as to produce a labor
force with the necessary skill and technical or professional knowledge.
It is clear that every plan is directed at achieving specific objectives. Human resource planning
helps to eliminate or minimize problems of human resource wastage that arise from
unemployment, over-employment and underemployment, as the case may be.

Manpower planning Objectives:

Objectives of manpower planning are to ensure optimum use of human resources currently
employed. To assess future skills requirement, to provide control measures to ensure that
necessary resources are available as and when required, to determine requirement level, to
anticipate redundancies and avoid unnecessary dismissals and assess training and development
needs.

The objectives of manpower planning can be presented below.

Manpower planning determines the future needs of manpower to meet the objectives of
the Organizations.
It enables the organization to meet the needs of programmed expansions, diversification
and growth of the Organization.
It aims at assessing the surplus or shortage of manpower and develops strategies to deal
with them effectively.
Manpower planning enables to foresee the employee turnover and guides in the
development of retention strategies.
It minimizes the dangerous caused by the non-availability of required manpower.
Manpower planning makes it possible to use the existing human resources more
effectively and productively.
A sound manpower planning economizes wage and salary cost and other human resource
cost in the end.
It provides a framework to cope with the changes. A good plan enables the Organization
to make available the quality manpower even in the time of changing market conditions
and human resource changes.
It provides a basis for planning the human resource training and development
programmes in the future.
Manpower planning provides a guidance to design and execute an appropriate
promotion policy in the Organization.
To recruit and retain the human resource of required quantity and quality.
To foresee the employee turnover and make the arrangement for minimizing turnover and
filling up of consequent vacancies.
To meet the needs of the programs of expansion, diversification etc.,
To foresee the impact of technology on work, existing employees and future human
resource requirements.
To improve the standards, skills, knowledge, ability, discipline etc.,
To assess the surplus or shortage of human resources and take measures accordingly.
To maintain congenial industrial relation by maintaining optimum level and structure of
human resources.
To minimize imbalance caused due to non-avail-ability of human resources of right kind,
right place.
To make the best use of its human resource.
To estimate the cost the cost of human resources.

Significance of Manpower Planning:

Human resource planning aims at fulfilling the objectives of manpower requirement. It helps to
mobilize the recruited resources for the productive activities. The human resource planning is an
important process aiming to link business strategy and its operation. The importance of human
resource planning is as follows:

Future Manpower Needs:

Human resource planning ensures that people are available to provide the continued
smooth operation of an organization. It means, human resource planning is regarded as a
tool to assure the future availability of manpower to carry on the organizational activities.
It determines the future needs of manpower in terms of number and kind.

Coping with Change:

Human resource planning is important to cope with the change associated with the
external environmental factors. It helps assess the current human resources through HR
inventory and adapts it to changing technological, political, socio-cultural, and economic
forces.

Recruitment of Talented Personnel:

Another purpose of HR planning is to recruit and select the most capable personnel to fill
job vacancies. It determines human resource needs, assesses the available HR inventory
level and finally recruit the personnel needed to perform the job.

Development of Human Resources:

Human resource planning identifies the skill requirements for various levels of jobs. Then
it organizes various training and development campaigns to impart the required skill and
ability in employees to perform the task efficiently and effectively.

Proper Utilization Of Human Resources:

Human resource planning measures that the organization acquires and utilizes the
manpower effectively to achieve objectives. Human resource planning helps in assessing
and recruiting skilled human resource. It focuses on the optimum utilization of human
resource to minimize the overall cost of production.

Uncertainty Reduction:
This is associated with reducing the impact of uncertainty which are brought by unsudden
changes in processes and procedures of human resource management in the organization.

Manpower Planning Process:

The modern Human Resources Organization and the effective HR Management is based
on strong, simple and effective HR Processes. The HR Processes are always divided into the

functional areas and the HR Managers are responsible for the design, development and re-design
of the HR Processes as the HR Strategy can be implemented.
The HR Processes are the basis for the management of the client satisfaction with Human
Resources. When the clients understand the HR Processes and how they are connected and how
the HR Processes interact, they feel comfort and the satisfaction level increases.
The modern HR Processes are grouped into logical HR areas as they provide the value added to
the internal and external clients. The main HR Process Areas are:

Recruitment and Staffing

Compensation and Benefits
Training and Development
Career Development
Talent Management
Leadership Development
HR Controlling

The modern HR Processes are measured and constantly monitored as HR identifies the gaps in
the processes and it brings the real improvements for the benefit of the organization.
The real art of Human Resources is in the right connection of all processes as they provide the
right support to managers and employees in the organization. The role of Human Resources is

about keeping the human capital competitive on the market and the logical grouping of HR
Processes helps to connect and manage the individual processes.
Each organization divides the HR Processes differently, but the main HR Processes are always in
the same group in each company as it is the market HR Best Practice.

Manpower Planning and the Universities:

Manpower planning in the university sector involves deliberate efforts to relate enrolment
numbers in various programs to anticipated labor market demands for workers with the
corresponding educational backgrounds. It may, as well, involve efforts to shape the. Curriculum
within programs to fit the specific requirements for knowledge and skill which it is believed will
characterize the workplace. The essential economic argument in favor of some degree of
manpower planning arises from the key role which universities play in preparing people for a
variety of different types of employment. It is, therefore, difficult for society to achieve an
efficient relationship between employment preparation and the skill, knowledge, and other
qualities needed in employment settings without somehow ensuring that issues pertaining to this
relationship are addressed in university planning. A number of factors make it difficult to ensure
that future employment considerations are addressed adequately in university planning. Most
important among these factors are that each university is autonomous, that universities have a
multiplicity of objectives, and that they operate within a framework of traditions and values
which sometimes appears to be (or indeed is) in conflict with catering directly to perceived
vocational needs.

Manpower Planning & IIUC:

A high quality University is dependent upon the quality, reputation and productivity of its staff,
its human resources. The Human Resources Division engaged in regular analysis and planning to
ensure its services addresses the long term needs of the University. Although there are some
good developments strategies but there are some lacking in the Manpower Planning of IIUC.
They are noted below:
1. No specific and permanent Human Resources Division.
2. No high quality professional Human Resources expertise.
3. No high quality human resource services to the University community.
4. Improper monitoring in organizational and individual performance.
5. No training services for the teachers and staffs.
6. Wrong placement of teachers and staffs is noticeable.
7. Lacking of high quality and experienced teachers and staffs.

8. Limited facilities for the teachers, students and staffs.

9. No systematic attempts to advise students on the employment prospects and conditions
which they likely will face after graduation.
10. No flexible arrangements for supplementary training or retraining of graduates
supported by a national policy for paid educational leave.
11. No services that contribute to ongoing improvement of university research and research
training.
12. Shortage of work facilities, equipment and well-trained, highly-motivated human
resource planners required for effective performance.

The Goals & Objectives of IIUC Should Be:

1. Providing services that contribute to ongoing improvement of university teaching and
learning.
2. Supporting the career transition of postgraduate students, postdoctoral staff and early
career academics.
3. To contribute to the embedding of equity and diversity perspectives into the
curriculum.
4. To provide services that contributes to ongoing improvement of university research and
research training.
5. To support the development of research staff and research leaders.
6. To demonstrate excellence in human resource management that positions UWA as an
employer of choice nationally and internationally.
7. To expand links with external organizations (both nationally and internationally) and
community groups.
8. To showcase IIUC HR achievements and expertise and contribute to national HR
agendas.
9. Providing high quality professional HR expertise.
10. Being collaborative, consultative and supportive.
11. Fostering and sustaining relationships.
12. Modelling inclusive behaviour in all their services.

13. Benchmarking our services nationally and internationally to foster continuous

improvement.
14. Aligning our services to the Universitys core business.
15. Facilitating culture change.
16. Utilising transparent systems and regularly evaluating these.
17. Identifying and responding positively to new challenges.
18. To align resource allocation with University strategic and operational priorities.
19. To collaborate in maximising external funding.
20. To support the development of IIUC as learning organization responsive to individual
and organizational needs.
21. To provide appropriate leadership development opportunities.
22. To develop and maintain orientation and induction procedures.
23. To support the career aspirations of IIUC staff.
24. To provide high quality human resource services to the University community.
25. To manage the employment instruments of the University.
26. To recruit the highest quality staff (Staff) and support their retention.
27. To ensure that the University fulfils its statutory and audit requirements.
28. To monitor organizational and individual performance.
29. To support the performance management process (the Professional Development
Review).
30. To support quality assurance through benchmarking and auditing.
31. To identify, promote and implement improved policies and practices that demonstrate
social and economic responsibility.
32. To work towards an equitable representation and distribution of staff from diverse
backgrounds (Staff).

33. To promote a safe, healthy and inclusive workplace that encourages work/life balance
for staff.
34. To facilitate the provision of appropriate facilities and services to create an accessible
work and study environment.

The scope of IIUCs human resource planning activities:

For the entrance of IIUC into the top 50 universities of the world within the next 50 years there
should have proper strategic direction, mission, vision, goals and objectives to ensure proper
manpower planning.. The only way to fulfill it is to engage in best practice of human resource
management that enables University excellence. IIUC strategies should take into account the
following:

Staff and Organizational Renewal Recruiting and Retaining High Quality Staff:

Recruitment and retention of high quality staff in a competitive labor market is of

vital importance to the University. Successful human resource management will
require effective recruitment and retention.

Employment Flexibility:

Current collective agreements are aligned with the University's strategic planning
and budget process, and salary increases are based on capacity to pay. There
continues to be moves towards greater flexibility at both the institutional and
individual level, a trend seen as also important in recruitment and retention.

Accounting for performance a high performance culture:

Human Resources analyses information from a variety of sources to assist in the

development of institutional improvement strategies. The Universitys staff
performance management framework linking individual and institutional
performance objectives is an important element in the Universitys accountability
framework.

Continual learning:

A rapidly changing knowledge base in the work of universities, rapidly developing

information technologies, the competitive environment, the devolution of decisionmaking to faculty and school leaders, and an increasing level of liaison with the
community requires a high level of skill and knowledge on the part of staff. This can
be developed only by a commitment to lifelong learning by each member of staff as

well as access to a comprehensive range of staff development opportunities. The

need to develop 21st century leadership capacity offers a particular challenge,
particularly given the significant demographic change.

Creating an equitable and diverse workplace:

Diversity amongst staff and students which reflects the broader community has the
benefit of building a broad base of community support as well as meeting important
social, moral and human rights, and commitments to equity and diversity. A diverse
staff will improve the quality of decision-making in the University and is
incorporated into its accountability framework. This commitment is not only
important in terms of social justice but it an important attraction and retention
strategy.

Creating a safe and supportive workplace culture:

Physically and psychologically safe work environments and safe work practices are
key aspects of the Universitys risk management strategy. This university has a high
commitment to safety, not only for its own employees and students, but also for
contractors and visitors. To maintain UWA as an employer of choice requires a
positive, inclusive and high performance culture marked by cooperation and respect,
and where the work environment promotes work/life balance for staff. Improved
productivity also rests, therefore, on building a one-staff, one-University culture.

IIUC can acknowledge their unique role in training the highly qualified manpower
which the nation needs. At the same time, they can take every opportunity to explain
to government and the public the benefits of general education and liberal studies and
the impossibility of effectively separating the training component from such
education.

IIUC should give more consideration to occupational projections along with other
data and factors in making enrolment and program decisions. They should avoid
over-reacting to projections, but should be prepared to modify enrolment and
redeploy resources on the margin in response to relatively solid information on major
changes in employment needs.

IIUC should co-operate with industries in developing flexible arrangements for

supplementary training or retraining of graduates supported by a national policy for
paid educational leave. Industries should accept a substantial responsibility for
providing the specific training and on-the-job learning experiences for graduates
which is necessary for workers to attain optimum performance in particular
employment settings. To reinforce this trend, government should discourage

employers from foreign recruiting of educated manpower who possess highly

specific training and experience

IIUC should give more serious attention to information on the employment

experience of its graduates. Studying the employment experience of graduates is one
of, perhaps the, most effective way(s) of assessing the adequacy of university
programs with respect to preparing graduates for work as well as for broader roles in
society. Inquiries on this subject could do much to verify hypotheses about the vital
contribution of general education to career development. Yet, IIUC have, by and
large, carried out little follow-up of their graduates. As IIUC moves substantially to
enhance contacts with their alumnae for purposes of obtaining financial contributions
and other support, it may be quite cost-effective to, at the same time, elicit
information on graduates' employment experience, along with other information
which would be useful in reflecting upon, or evaluating, programs. This could
include quantitative information on the numbers obtaining jobs in various fields by
length of time since graduation and on changes in occupational field. It could also
include qualitative information on how well graduates felt their education prepared
them for specific positions, for on-the-job learning, and for the career changes they
had to or wanted to make; and also possibly on the impact which they had in their
employment settings.

IIUC should make more systematic attempts to advise students on the employment
prospects and conditions which they likely will face after graduation. Whether they
like it or not, one of the major motives of their students is to obtain a good job
afterwards. Universities do evince some commitment to responding to such motives
insofar as they operate career, or placement, offices. Provision of better information
on projected employment opportunities in various fields, as such information
becomes available, would fulfill an apparent responsibility. To the extent that student
enrolment preferences are influenced by such data, initiatives in this area would also
make the whole system more responsive to projected manpower needs. That is
another way of saying that, through their unique access to students and prospective
students, universities, armed with better manpower information, could facilitate a
more effective execution of the "social demand" approach to higher education
planning. Social demand is an approach to educational planning which relies upon
enrolment decisions of students to bring about an effective matching of occupational
supply and demand. It is an approach which most people in the academic community
would find more palatable than manpower planning largely because it allows greater
scope for personal freedom and for individuals to weigh for themselves employment
considerations relative to other objectives in pursuing postsecondary education.

Conclusion:
Each university needs manpower planning. For accomplishing certain goals a university requires
human resources with necessary qualification. These are provided through effective manpower
planning. Comprehensive manpower planning helps to optimize effectiveness of human
resources. In a university employees or teachers whose performance or quality is not good have
to be replaced and new employees or teachers have to be recruited. This can be done through
proper manpower planning. It is also needed for identifying surplus or shortage manpower areas
and there by balancing manpower. In short manpower planning provides right size and structure
of human resources which provides the basic infrastructure for smooth functioning of a
university or organization. It minimizes the cost of employment and nullifies the effects of
disruptions in developing and utilizing the human resources.

References:
http://shodhganga.inflibnet.ac.in/bitstream/10603/9548/13/13_chapter%204.pdf
http://en.wikipedia.org/wiki/Strategic_human_resource_planning
http://0-files.eric.ed.gov.opac.msmc.edu/fulltext/EJ293463.pdf
http://www.ijsre.com/Vol.,%203_3_-Agabi%20&%20Ogah.pdf
http://www.journalsbank.com/ejhss_8_2.pdf
http://www.floorit.info/index.php/human-resource/humar-resource/objectives/377-objectives-ofhuman-resource-planning
http://eduster.blogspot.com/2012/12/manpower-planning-objectives.html
http://www.simplehrguide.com/hr-processes.html
http://www.yourarticlelibrary.com/management/important-objectives-of-manpower-planningexplained/25734/
http://accountlearning.blogspot.com/2013/01/significance-or-importance-of-human.html
http://www.hr.uwa.edu.au/working/plan