INTRODUCTION

Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: Analysing the current manpower inventory Making future manpower forecasts Developing employment programmes Design training programmes

Steps in Manpower Planning Analysing the current manpower inventory- Before a manager makes forecast of future manpower, the current manpower status has to be analysed. For this the following things have to be noted Type of organization Number of departments Number and quantity of such departments Employees in these work units 1

Once these factors are registered by a manager, he goes for the future forecasting.

Making future manpower forecasts- Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations are as follows: Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division.

Work Force Analysis: Whenever production and time period has to be analysed, due allowances have to be made for getting net manpower requirements.

Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, new venture analysis.

Developing employment programmes- Once the current inventory is compared with future forecasts, the employment programmes can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans.

Design training programmes- These will be based upon extent of diversification, expansion plans, development programmes,etc. Training programmes depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers

Importance of Manpower Planning Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions. Efficient utilization- Efficient management of personnels becomes an important function in the industrialization world of today. Seting of large scale enterprises 3

require management of large scale manpower. It can be effectively done through staffing function. Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational programmers, i.e., incentive plans to be framed for further participation and employment of employees in a concern. Therefore, all types of incentive plans becomes an integral part of staffing function. Better human relations- A concern can stabilize itself if human relations develop and are strong. Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to cooperation and better human relations. Higher productivity- Productivity level increases when resources are utilized in best possible manner. higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and it's related activities ( Performance appraisal, training and development, remuneration) There is no denying the fact that the continual positive development of a business is owing to its effective planning. Making preparations and arrangements on the basis of what is expected to happen and performing tasks in an organized and capable way is one of the important roles of management in that it involves effective planning process. It is through the process of planning as well as designing the organizational structure by assigning an assortment of responsibilities to the employees that business organizations may accomplish their set objectives. The concept that the right person should be employed at the right place and at the right time is vitally important to a business as it includes a wide and 4

comprehensive range of activities in relation to the management of man while it entails man power planning, at the same time, being focused on the effective utilization of existing human element as well as fulfilling future needs of manpower in the organizations whenever the situations necessitate. Man power planning is the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization. Man power planning is indispensable for an organization to perform the activities efficiently as well as in a way that produces desired results. It should be apparent that the organizational development as well as the success of the business is on account of highly competent people that a business organization keeps. Man power planning is one of the key functions of human resource management that manages to maintain the good will of a business while giving duly importance to the M (for Men or human element) than that no other M (Machine, Material or Money) is more valuable. It endeavors to the organizational development in totality as well as the success of the business respecting the skills of the employees, their knowledge, experience and talents. It is concerned with effective recruitment and selection process in order that the skilled workers may be made available each and every time that a business requires. Manpower planning is of great significance for various reasons necessitating the process, at the same time, contributing significantly to the achievement of organizational objectives. Many factors will continue to drive man power planning need in the organizations. It is essential when turnover of labor is to be determined and the situations become inevitable. There are times when the situations give rise to replace the employees who have grown old, who are forced to remain in bed because of illness, weakness, injury, mental disorders or a 5

medical condition involving disturbance to usual functioning of the mind or body. While executing effectively, man power planning process entails analyzing the requirement of present and future vacancies. These situations take place when some employees get retirements, when they are transferred or they are promoted to higher positions. Similarly, it deals with the situations that arise at the time that employees avail their leaves or in case of their absences. In order that the tasks being assigned may be carried out in a way as has been planned or intended, business organizations need personnel possessing necessary qualifications and experience and that is, to all intents and purposes, accomplished through man power planning. In its positive form, it is of great importance to identify the surplus as well as the shortage of the employees so as to move the man power from one area or activity to another in case of the former, whereas latter indicates providing required personnel. Some of the important tasks concerning the process of manpower planning are man power demand, supply and manpower audit. It involves analyzing total man power requirement and planning accordingly. Subsequently, there is a need of man power supply which is done in both ways, internally and externally. It is needed internally when the employees are transferred or promoted, while the need of external supply arises from the requirement of new workers when a business goes for expansion or changing technology or adopts new methods of production. In addition, the process entails man power audit which is carried out through Skills inventory. It encompasses detailed information about each employee. It is through this activity that the overall value of an employee to the organization is determined while it involves analyzing the factors such as, which type of workers need to be hired; whether the remuneration is as good as or slightly better or lesser than others. Adding emphasis on sustaining the skilled workers, man power audit also analyses the factors that 6

interest the employees to leave the current jobs and move elsewhere in order that the necessary measures may be taken leading to the maximum utilization of human resources. Manpower planning is vital to be in employees best interests as well as organizations. In addition to undertake proper recruitment methods while implementing appropriate selection procedures for the right candidates and preserving the talents of the employees, it focuses on the requirement and the arrangement of training and development programs for the employees who need so as to equip them with their jobs requisites and activities. It is focused on the promotion procedures for those who are skilled and can take challenge of doing more advanced tasks than that are being performed currently. It is by means of manpower planning process that the inefficiencies of the employees are observed that necessary training may be provided, while it maintains morale of the employees. The process of manpower planning produces such results that improve productivity; the employees may become more efficient and their performance may be more effective. In this way, they can contribute greatly to the total organizational development and the success of a business that depends upon quantity and quality of human resources.

Manpower Planning Framework

Fig. 1 Obstacles in Manpower Planning Following are the main obstacles that organizations face in the process of manpower planning: Under Utilization of Manpower: The biggest obstacle in case of manpower planning is the fact that the industries in general are not making optimum use of their manpower and once manpower planning begins, it encounters heavy odds in stepping up the utilization. Degree of Absenteeism: Absenteeism is quite high and has been increasing since last few years.

Lack of Education and Skilled Labor: The extent of illiteracy and the slow pace of development of the skilled categories account for low productivity in employees. Low productivity has implications for manpower planning.

Manpower Control and Review: Any increase in manpower is considered at the top level of management On the basis of manpower plans, personnel budgets are prepared. These act as control mechanisms to keep the manpower under certain broadly defined limits. The productivity of any organization is usually calculated using the formula: Productivity = Output / Input . But a rough index of employee productivity is calculated as follows: Employee Productivity = Total Production / Total no. of employees Exit Interviews, the rate of turnover and rate of absenteeism are source of vital information on the satisfaction level of manpower. For conservation of Human Resources and better utilization of men studying these condition, manpower control would have to take into account the data to make meaningful analysis. Extent of Overtime: The amount of overtime paid may be due to real shortage of men, ineffective management or improper utilization of manpower. Manpower control would require a careful study of overtime statistics.

Few Organizations do not have sufficient records and information on manpower. Several of those who have them do not have a proper retrieval system. There are complications in resolving the issues in design, definition and creation of computerized personnel information 9

system for effective manpower planning and utilization. Even the existing technologies in this respect are not optimally used. This is a strategic disadvantage. MODEL OF THE MANPOWER PLANNING PROCESS Using the main clusters (cluster headings) and the cluster statements, a systemic conceptual model of the manpower planning process was developed. (Figure 1). The model takes account of all identified planning considerations at the different strategic levels, the manpower planning activities and sub-activities of implementation, and includes selection, training and implementation.

Figure 2: Systemic Conceptual Model of Shree Ajudhia Sugar Mill (Rana Groups of Company). Manpower Planning The three main interlinked levels of this model are: 10

Organisational Level This level concerns relatively fixed principles and policies relevant to manpower planning. Formation Level This level concerns the short to long term processes in Human Resource Management in general and manpower planning in particular. Staffing Level This level concerns the various mandatory and complementary factors tha have to be taken into account in the staffing of operational positions. The following chapters provide detailed information on each topic. COMPONENTS OF THE MANPOWER PLANNING PROCESS Mission A high level mission statement on manpower planning has to be agreed within the Jubilant Lifesciences Ltd.organisation. It should state what ATS has to be provided by a unit together with the root definition of manpower planning. The mission statement must be updated regularly to ensure the maintenance of quality with regard to the safe and expeditious handling of traffic. Due recognition must be given to the impact of any workload increase associated with traffic growth and also of environmental changes which should include general working conditions and equipment deterioration or update. Service offered The policy on the Air Traffic Service to be provided (e.g. AIS, SHREE AJUDHIA SUGAR MILL (RANA GROUPS OF COMPANY), AFIS, FIS, Alerting Service etc.) must be clearly stated. 11

Root definition of manpower planning The following root definition of the purpose of manpower planning was agreed by the PGMP: Jubilant Lifesciences Ltd. manpower planning must provide a sufficient number of qualified personnel, on a timely basis, to ensure the provision of an air traffic control service. The PGMP considers this definition as preliminary and recommends that, in order to develop it, further consideration should be given to the conceptual model. Organization Policy The broad principles of personnel management and manpower planning should be defined and taken into account: Need for policy decisions A policy statement should be issued on: calculation of staffing factors, roistering schemes and criteria to be applied, budgetary considerations. Human Resources Management policy The principles of Human Resources Management should be defined and established in congruence with the mission and the specific objectives of the organisation in terms of the service to be offered and customer requirements / demands to be met. Responsibility of manpower planning The terms of reference for the manpower planning unit must be clearly defined and cover items such as: 12

 industrial relations policy, operational staffing factors, selection criteria and methodology, training requirements, personnel and career development. Budget limitations related to organizational policy Adequate financial provision has to be made to provide the ATS. Integrity of investment and manpower planning Organizational investment in manpower must be adequate to provide the necessary personnel. Implementation and update of manpower plan The time frame (duration of the plan) has to be defined. The manpower plan must be regularly reviewed and updated to reflect changes in working practices, traffic loading and the current ATS requirements Industrial Relations Policy Policy on industrial actions and industrial relations The manpower plan must have full regard for organizational policy concerning industrial relations. Political and trade unions guidelines One of the key terms in industrial relations policy is flexibility of the workforce. Freedom to vary or adjust the quantity and quality of the workforce in response to changes in demand is influenced by the Jubilant Lifesciences Ltd. organization, the actions of the state (labor law jurisdiction) and by the association of labor, for example in trade unions. 13

Flexibility must be located more securely within national regulations and institutional legislative frameworks but must also take into account labour organizations and job regulations at a local level. Time scale for negotiation and implementation of organizational change Due regard must be given to the time scale required for negotiating and implementing any organizational or work practice changes which may result from the manpower plan. Manpower planners must Endeavour to ensure that any proposed plan will receive the co-operation and acceptance of both the management and the staff representatives (trade unions, staff associations). Working hours policy The permitted working hours, normally the subject of agreement between management and staff associations/unions, must be clearly stated. Licensing Requirements An JUBILANT LIFESCIENCES LTD. indicates a controllers qualifications and shows a record of his competence at a particular unit together with his medical classification. Licensing requirements Licensing requirements should establish the number of ratings which can be held and maintained at any one time and be considered in parallel with training requirements. ICAO Annex 1 Scarps The ECAC licensing recommendations, to be defined by the Jubilant Lifesciences Ltd. HIP Licensing Task Force (LTF), will be at least equal to those stated in the ICAO Annex 1, Standards and Recommended Practices. It is likely however, that they will be developed to meet specific situations in Europe and have regard to future technological developments. Policy regarding rating 14

The manpower plan must take cognizance of national or corporate policy with regard to the number and type of ratings which can be held and maintained by Jubilant Lifesciences Ltd It should be noted that the demand to have a multi-licensed workforce with many ratings may lead to a lack of competence in controllers who, having checked out on many/all positions, are unable to devote sufficient time to maintaining expertise in all of them. It is still an open question whether the partial licensing (partial validation) of young controllers, which allows them to attain immediate initial operational status, could be a solution to filling working positions more quickly. It should be remembered that full licensing may only be deferred and that, meanwhile, the controller workforce could become very specialized; flexibility within a working unit may be compromised. Recruitment, Selection, Training Recruitment and Selection Recruitment policy A balanced recruitment policy will ensure that recruitment will be evenly distributed over a number of years and in advance of forecast traffic growth thereby avoiding a large age pyramid at any one time. An important long term issue of recruitment must be to avoid the inefficiencies of a start/stop approach to hiring. Selection policy The selection policy derived from a manpower plan must allow for the intake of sufficient numbers of staff. The manpower plan must take account of: the actual requirements for staff allocation, planned retirements due to age, staff losses due to other factors. 15

Time frame for selection and recruitment The time frame for recruiting staff must be considered in manpower planning. For example, a decision to recruit will normally result in candidates commencing training between 6 and 12 months later. Introduction of ab initio trainee controllers Direct entry students (ab initio trainees) invariably require extended training time compared to recruits from Air Traffic Controller Assistant (Jubilant Lifesciences Ltd. grade. An initial decision to proceed to direct entry will require adjustment to ab initio basic training content and time. Success rate in selection and training There is a high failure rate in the selection process and many applicants need to be considered in order to recruit the required number of ab initio trainee controllers. The recruitment process itself may not be 100% successful due to no-show, medical failures, failures in early training, dissatisfaction with the job itself etc. Experience indicates that provision must be made for a loss of about 25%.

Training Training policy A training policy for Jubilant Lifesciences Ltd. should be defined which will permit the manpower plan to take account of the requirements due to: System upgrade training, Refresher training, Qualification training,

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 Other training requirements (e.g. due to an existing career plan, licensing scheme or regular continuation training). Ab initio and basic training capacity Regular consultations must be sought with the internal and/or external training authorities to ensure that intakes of ab initio trainee controllers can be accommodated within the classroom and simulator facilities available. If the training has to be undertaken externally an assessment must be made of the location of the training capacity, appropriate courses, timing of the intake, cost etc. On-the-Job Training (OJT) capacity OJT and positions where student controllers are later checked out for ratings are the most significant bottlenecks in training. The recruitment of high numbers of candidates, normally associated with a start/stop approach in hiring, should be avoided as it will certainly lead to saturation and training backlogs in this training phase. The manpower plan must therefore ensure that, once institutional training has been completed, there will be sufficient live training facilities (e.g. OJT) available so that saturation of such facilities will not occur. A units capacity for OJT fluctuates during a year. For example, capacity will be limited during high traffic seasons or during leave periods. Capacity assessment therefore has to take into account the availability of staff due to leave, traffic load, the coaching of qualified staff and the positions suitable or available for OJT.

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Training failures Training is costly. A training failure not only results in the loss of invested capital but also incurs additional costs in the form of lost training places which remain vacant after candidates have left. Human Resources Management, Career Plan and Complementary Duties Human Resources Management (HRM) HRM in JUBILANT LIFESCIENCES LTD. is inter alia concerned with: Organizational decisions with regard to retirement, The age profile of controllers, Career plans and career development, Personnel development and specific personnel training. Career development To meet the long-term proactive aims of HRM, which are designed to increase controllers adaptive capacity in the face of changing circumstances and environmental evolution, provision must be made to harness the potential and to develop skills that enable Jubilant Lifesciences Ltd. to pursue career paths outside the work place or in parallel with their operational duties. This will include supervisory duties, training, licensing, standards and management. The emphasis must be on the investment in training and development to equip controllers with a wider range of skills. Where career development programmers require nonoperational duties (e.g. in training, licensing, standards, management, administration)

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adequate financial incentives must be provided to attract operational staff out of the operational environment. Career plan If a career plan for controllers exists, the manpower plan must allow time for career development training and / or participation in other duties. Age profile of workforce The age profile of controllers should be relatively level. It must be borne in mind that it takes at least five years to adequately meet the deficit created by the loss of retiring controllers. A start/stop approach to hiring will result in peaks and valleys in age profiles and retirement bulges will be created. This sustains the stop/start syndrome since it again calls for the immediate recruitment of replacement trainees and results in training blockages (especially in OJT). Age profile and training It should also be kept in mind that older controllers may have more difficulty in adapting successfully to evolutionary changes in the design and operation of the Jubilant Lifesciences Ltd. system and normally more training time is required for older controllers where system change or upgrade occurs. Retirement age Flexibility in retirement age makes manpower planning more difficult since the number of student controllers needed to replace retiring controllers in future years is more difficult to predict.

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Temporary staff for tasks If staff are temporarily assigned non-operational duties, provision must be made to maintain their operational competence and the validity of their ratings. Environmental Evolution The manpower plan must allow for major changes in the ATS. These will normally be nonrecurring but nevertheless will require considerable training time away from the operational environment. New technological developments and other evolutionary changes in the design and operation of the Jubilant Lifesciences Ltd. system (e.g. reduced vertical separation minima) require time for the training and adaptation of staff. Re-structuring units or sectors and / or licensing groups The aim of re-structuring or re-sect rising is to reduce the complexity of work and the workload but some training must be provided to controllers to cope with the new situation. Changes in route structure The impact of the Flexible Use of Airspace which comes on stream in March 1996 is an example of airspace reconfiguration which will require additional training. The implementation of the flexible use of airspace concept will mean that routes can be created in areas where this was impossible before. The concept necessitates a dynamic route structure within which reduced vertical separation will be applied. The application of RVSM increases the airspace to be controlled (see Jubilant Lifesciences Ltd.HIP 1995). Manpower Plan Given the complex nature of the ATS and the amount of investment in ab initio training it is desirable that a five year (at the least) manpower plan should be in place. This corresponds 20

closely to the time between a decision to recruit and the point at which a trainee can be considered as truly productive, having completed all necessary training. Manpower planning systems Best practices and tools, including those validated in other working environments, should be taken into consideration. Further research is required to identify and establish effective work organization and methods in staffing and manpower planning, e.g. roistering methods, calculation of staffing factors. Implementation and updates of manpower plan After initial implementation a manpower plan must be regularly reviewed and updated. Factors that have an impact on the revision of a manpower plan include: traffic loading, range of services offered, changing work practices, work duration, Change of roistering criteria and schemes Staffing Factors Different factors may exist to determine the number of personnel needed for an operational working position. Normal practice is to calculate a multiplication factor, or staffing factor, for each position in a specific environment. The calculation should reflect local requirements: Number and size of control positions, Operating hours of positions, Number of shifts per annum, 21

 Traffic volume and traffic distribution, Number of days per year a position is in operation, Number of days of operation of the facility (per year), Number of functional hours. Note: Operational requirements, determined by the traffic volume, distribution and complexity, define the opening times of the sectors necessary to guarantee a safe and orderly traffic flow. Anomalies in the Staffing Factors Method It should be noted that anomalies may occur under certain circumstances which could render a standard staffing factor inadequate (e.g. different systems for calculating leave weeks and working weeks, uneven distribution of work cycles, roistering schemes used). The staffing factor method takes into account the standard working time and covers all categories of absence but in a theoretical way. It does not take into account the inevitable efficiency loss or balancing losses inherent in all rosters. The staffing factor method cannot therefore be used to estimate the exact number of staff needed. It consistently fails to give an exact figure because, for example, it assumes: the effective working time of controllers to be fully accommodated, the effective time for breaks (rest periods) to be fully accommodated and evenly distributed, the number of leave and sickness days to be evenly spread over the year. Roster balancing losses lead to a situation where the actual numbers of staff needed to run a certain roster are higher than the numbers calculated theoretically using the staffing factor method. 22

Further research is required to assess the implications of any change in staffing related issues as outlined above in order to identify any possible threats and dangers in manpower planning at an early stage. Efforts should also be made to assess the implications of anomalies in staffing factors and to reveal and quantify balancing losses in roster schemes applied. MANDATORY AND COMPLEMENTARY FACTORS IN STAFFING The subject of Staffing Factors needs to be addressed in more depth. Consideration is given here to the general factors relevant to the provision of personnel for control positions. These are classified as mandatory (standard shift factors) or complementary (non-standard shift factors) and are presented in Figure 2.

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Figure 3: Personnel Factors in Staffing

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Mandatory Factors Off-days, Duration of Working- and Rest-periods Rest-days The number and definition of rest-days has to be taken into account. Annual leave and public holidays Annual leave can vary and may be based, for example, on age. The distribution of leave over a year is certainly not even and provision should be made well in advance to avoid periods where not enough staff is available for the duties (e.g. during school holidays). Local differences might exist due to public holidays. Duration of rest periods (breaks) The duration of a shift, the maximum time at a position without a fatigue break, the number of night duties permitted, the length of the shift cycle are all items that have to be considered when calculating the time an Jubilant Lifesciences Ltd. has to be compensated for later or will not be available at the working position. Effective break duration may fluctuate from day to day depending on the number of staff above or below the minimum number required. Duration of working week and working day The following parameters are normally subject to agreement between management and staff associations and/or unions and have to be taken into account: Maximum permitted working hours per week / day, Maximum and minimum shift length, Number of consecutive working days, The minimum time between shifts, 25

 Possible start or end times of shifts. Sick Leave Casual uncertified sick and certified sick leave (calculated on a statistical basis) should be taken into consideration. The age profile and workload increase of the staff may influence the incidence of sick leave. Special Leave Special leave may be granted for: National commitments (military or volunteer reserve), Special staff association activities, Births, deaths and marriage, Maternity leave and recuperation. Medical Examination Jubilant Lifesciences Ltd. are required to undergo regular medical examinations. Normally, staff under the age of 40 are examined every two years while those of 40 or older are examined every year. Licensing Factors Licensing requirements will almost certainly include a training period associated with competency checking or rating validation. Health, Safety and Welfare at Work Some staff may be released on a regular basis in order to fulfill their health, safety and welfare training obligations at work.

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Environmental Evolution The manpower plan must allow for major changes in the ATS which will be non-recurring but nevertheless will require considerable training time away from the operational environment. Traffic growth The manpower plan must be compiled using a realistic forecast of traffic growth and its impact on individual sector loading. Allowance must be made for a possible increase in the number of sectors with a consequent need for additional staff. Airspace reconfiguration Direct routes or the introduction of Basic or Precision Area Navigation (RNAV) equipment may have an impact on staffing requirements. Complementary Factors Training System upgrade training System upgrade training is an irregular feature consequent on the introduction of new equipment or software. The training duration depends on the magnitude of the change but in any event is time consuming and must be carried out independently of day-to-day operations. The use of temporary staff may be beneficial in alleviating the time taken or overtime used. Proper documentation will minimize system upgrade training time. Refresher training Refresher training normally has to be done on an annual basis. Different approaches are used in different States but overall the need for refresher training will grow. Contributors to this 27

need are task stability (the boredom factor) and the need to maintain expertise in dealing with unusual incidents. Between 4 and 7 % of extra staff will be needed (around 1 week per annum per controller). Language training In many States there will be a requirement for extensive English language training. The amount of training needed depends on the entry standard. For example entry on Cambridge 1st certificate will require up to 200 additional hours training (ref. Project Supervision Team on Proficiency in English Language for Air Traffic Controllers (PELA) 1. Qualification training The constantly evolving European ATM system will almost certainly result in considerable modification and expansion of the ratings as defined by ICAO, with a resulting adjustment in training. Time spent on rating courses varies due to the number of ratings required, complexity of ratings and training capacity to complete the ratings. This has to be taken into account. Conversion Training Controller relocation requires varying amounts of conversion training. The organizational policy on relocation must be taken into account. Career Training The time required for career development training and participation in additional duties must be allowed for if a career plan exists. Instructor and examiner courses Career training of Jubilant Lifesciences Ltd. includes coaching courses, examiner courses, and supervisory courses. 28

Management courses Provision must be made to enable an Jubilant Lifesciences Ltd. to pursue career development outside of operational duties. This may include full-time management or administrative duties. Airspace and systems training Career development for a proportion of the staff will require training in organizational procedures, airspace, route structure, liaison with national and / or international organizations, licensing, human resource management, and training for participation in complementary duties (e.g. attending meetings, participating in workshops, projects etc.). Study leave Provision must be made for study leave and attendance at examinations where these are relevant to career development plans. Non-operational Duties Staffing training centers Professional credibility of training centre staff is best obtained by rotating operational Jubilant Lifesciences Ltd. to / from the training environment. Revalidation of ratings requires time and therefore additional staff. Expert Team participation Career development which encourages Jubilant Lifesciences Ltd. to participate in complementary duties such as project work, attending meetings etc., requires extra staff.

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Participation in projects The time required for an Jubilant Lifesciences Ltd. to participate in system development projects must be allowed and include attendance at meetings, participation in project work etc. Industrial relations activities Allowance must be made for Jubilant Lifesciences Ltd. with responsibilities in staff associations, unions and professional bodies to participate in regular and irregular meetings. Contingencies Rating failures Rating failures will normally occur as a result of having failed a competency check or after involvement in an incident and will normally require a refresher training period. Loss of licence The rate at which licences are lost is unpredictable but factors such as the age and medical fitness of the staff will have a major impact. Poor operational performance may result in some States withdrawing the licence. Loss of staff A buffer of staff must be built-in to allow for Jubilant Lifesciences Ltd. moving to other environments. Frequently, the Jubilant Lifesciences Ltd .involved in such movement are the more highly qualified and there may be a severe penalty in financial terms and training time.

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OBJECTIVE OF THE STUDY

Manpower Planning is a two-phased process because manpower planning not only analyses the current human resources but also makes manpower forecasts and thereby draw employment programmes. Manpower Planning is advantageous to firm in following manner: To identify shortage or surpluses in Jubilant Lifesciences Ltd. so that quick action can be taken. The study would also help recruitment & selection programmed to be conducted based of manpower planning. It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided. It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents. It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner. It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern. The research would help to identify the growth or diversification of business so that human resources can be utilized is best manner.

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SCOPE OF THE STUDY

The document describes the manpower planning process and addresses strategic and tactical planning constituents as well as associated planning problems that have a direct or indirect influence on the planning of quantitative requirements. The planning constituents identified and described by the PGMP are put into perspective by a conceptual process model of manpower planning. The model was derived in a second step by the Pilot Group. Finally, particular attention is given to mandatory and complementary elements in staffing that are directly related to the calculation of staffing or multiplication factors for operational Jubilant Lifesciences Ltd units. Those elements are identified that normally have a direct influence on the number of staff needed to man operational positions and should therefore be taken into consideration. Conclusions are derived with regard to the main strategic and tactical problem areas that should be focused upon in future developments in manpower planning. The recommendations and conclusions of the Jubilant Lifesciences Ltd and the personnel requirements set out in ICAO Doc. 9426 (Part I, Section , Chapter 1 and 2; Part IV, Section 1, Chapter 2) were taken into account by the PGMP. Note: Management changes and the increased use of a business-oriented approach by certain national Jubilant Lifesciences Ltd. organisations can have an impact on the planning and management of human resources in those organisations. These issues were not addressed by the group 32 Jubilant Lifesciences Ltd. manpower

COMPANY PROFILE

Jubilant organosys ltd. is an integrated pharmaceutical industry player with a wide range of products and services for global life sciences companies. The company is one of the largest Custom Research and Manufacturing Services (CRAMS) and Drug Discovery and Development Services organizations in India. The company strives to accelerate the process of pharmaceutical drug discovery by partnering with innovator pharmaceutical companies offering them products and services across the drug discovery process. Jubilant has a presence in generic pharmaceuticals business in the US and supply dosage forms along with regulatory services to European generic companies. Jubilant has a presence across the pharmaceutical value chain right from services, custom research and manufacturing services, advance intermediate chemicals to active pharmaceutical ingredients, dosage forms and services.

Jubilant also enjoys leadership in industrial products and performance polymer in India. Jubilant is one of the largest custom research and manufacturing services (CRAMS) companies and a leading manufacturer of Active Pharmaceutical Ingredients (API) in India,

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delivering products and services to the global life science industry by leveraging our R&D expertise, knowledge driven operation and global scale manufacturing capacities. Jubilant has strong R&D focus and has significantly invested into building this function into a key global competitive advantage. The companys R&D efforts are directed towards the development of application-specific products that have large commercial potential, both in the domestic and international markets. The company exports over thirty-five products to leading companies in more than sixty countries. The Company has a representative office in China and subsidiary in USA. Jubilant Organosys had revenues of around Rs. 1000 crores (US$ 200 million approx.) and has around 2000 employees in India and abroad. HISTORY .2005 Acquires Target Research Associates, Inc., renamed Clinsys Inc.; a US based

Clinical Research Organization (CRO) Acquires Trinity Laboratories, Inc. and its wholly owned subsidiary, Trigen Laboratories, Inc., renamed Jubilant Pharmaceuticals, Inc., a generic pharmaceutical company in USA having a US FDA approved formulations manufacturing facility.

Enters Clinsys Clinical Research Ltd. business by setting up wholly owned subsidiary Jubilant Clinsys Ltd.

2004

Sets up medicinal chemistry services business through wholly owned subsidiary Jubilant Chemsys Ltd.

Enters formulations and regulatory affairs businesses by acquiring Pharmaceuticals Services Incorporated, N.V. and PSI Supply N.V., the pharmaceutical companies in Europe. 34

2003

Sets up a new state-of-the-art Research & Development Centre in Noida, near New

Delhi equipped with all latest scientific instruments. 2002 2001 Acquires the Active Pharmaceutical Ingredients business. New corporate identity: Jubilant Organosys Ltd. reflecting changed corporate and

business profile. 2000 New corporate identity: Jubilant Organosys Ltd. reflecting changed corporate and business profile. 1998 Enters high value-added Pyridine derivates. Commissions Pyridine HBR and Cyano Pyridine plants. Forms marketing subsidiary in the USA. Acquires acetyl plant in western India. 1997 Commissions first Multi-purpose fine chemicals plant. Plant for food polymer commissioned. 1995 1990 1988 Gets ISO 9001 certification. Commissions Pyridine & Picoline plant. Launches its first branded product: Vamicol, an adhesive product.

1987 Introduces new products in Performance Chemicals segments: Poly vinyl acetate emulsion for paint, textile, paper & packaging and woodworking industry. 1985 1983 1981 1978 Research & Development center gets recognition from Government of India Commercial production of Vinyl Acetate Monomer (VAM). Initial Public Offering. Listing on leading stock exchanges of India. Incorporated as Vam Organic Chemicals Ltd.

35

Shyam S Bhartia Chairman & Managing Director

Hari S Bhartia Co-Chairman & Managing Director

Dr. J M Khanna Executive Director & President - Life Sciences S Bang Executive Director Manufacturing & Supply Chain

S N Singh Executive Director Chemicals

H K Khan Director

Abhay Havaldar Director

Arabinda Ray Director

Dr. Naresh Trehan Director

Surendra Singh Director

Rahul Yadav Director COMPANY GUIDING PRINCIPLES

OUR VISION 36

OUR PROMISES

37

OUR VALUE

38

We will carefully select, train and develop our people to be creative, empower them to take decisions, so that they respond to all customers with agility, confidence and teamwork

We stretch ourselves to be cost effective and efficient in all aspects of our operations and focus on flawless delivery to create and provide the best value to our customers

By sharing our knowledge and learning from each other and from the markets we serve, we will continue to surprise our customers with innovative solutions

With utmost care for the environment and safety, we will always strive to excel in the quality of our processes, our products and our services

CORPORATE OVERVIEW Jubilant Organosys is an integrated pharmaceutical industry player having presence across the pharmaceutical value chain. Jubilant is a collaborative and innovative provider of products and services to the global life sciences industry, striving to accelerate the process of pharmaceutical drug approval. Our range of offerings include drug discovery and 39

development services, custom research and manufacturing services, advance intermediates, fine chemicals, active pharmaceutical ingredients, dosage forms and regulatory affairs services. Jubilant is a science active company with more than 25 years of chemistry knowledge in producing innovative products and processes by leveraging its R & D expertise, knowledge driven operations and global scale manufacturing capacities. Jubilant organosys has three subsidiary companies in India- Jubilant Biosys Ltd. for bio/ chemo informatics databases and drug discovery services, Jubilant Chemsys Ltd. for medicinal chemistry services and Clinsys Clinical Research Ltd. for clinical research. JUBILANTS BUSINESS IS ORGANISED IN THREE SEGMENTS: Pharmaceuticals & Life Science Products Industrial Products Performance Polymers Globally, Jubilant Organosys is a leading manufacturer in defined product segments, including select APIs (e.g., Carbamazepine and Citalopram), Pyridine and its derivatives, Solid polyvinyl acetate, Vinyl Pyridine Latex and Organic Intermediates (e.g., Ethyl Acetate and Acetic Anhydride).

JUBILANT WORLDWIDE Jubilant has a strong international presence, having international subsidiaries in USA, Belgium, and China. PSI N.V. and PSI supply N.V., in which Jubilant Organosys holds 80% equity, are the Belgium based pharmaceuticals companies providing regulatory affairs 40

services and supply of dosage forms to European generic companies. Jubilant pharmaceuticals, Inc., a subsidiary of Jubilant in USA, is a generic pharmaceutical company having a US FDA approved manufacturing facility in the USA. Clinsys Clinical Research Inc., a wholly owned subsidiary, is a clinical research organization (CRO) operating out of the USA. Jubilant products are sold across the globe in more than 50 countries. PRODUCTS EXPORTED Jubilants products touch different facets of life of our global customers. Starting from Pyridine, Picolines and their derivatives, which go into Pharmaceutical & Agrochemical industries, we offer products like Adhesives for general purpose & specialized applications; Choline Chloride for poultry feed; Vinyl Pyridine Latex for tyres; PVA solid for chewing gum. These are besides our strong acetyl range, which includes acetic acid, acetic anhydride and ethyl acetate. CUSTOMER ORIENTATION Divisions focus on customer gets reflected not only in customizing products to the requirements of different buyers, but also initiating and maintaining the specific service standards. The Division is also sensitive to the growing market demand of company products in global markets and believes in being close to the buyer, in the right earnest. It has established overseas offices in China and USA. R & D OVERVIEW Jubilant is an innovative firm that leverages R & D, its potential and capabilities to exploit the existing and potential markets. Research, Development and Application studies form the backbone of jubilant organosys local and global presence. 41

Jubilants R & D facilities are interdisciplinary- they include technical, marketing and economics skills generating new products/ processes/ services. Our research and experimental development comprises of creative yet systematic work, increasing the pool of knowledge in devising new applications. Jubilants laboratories spread over a combined area of 300,000 sq. ft., have over one thousand and twenty five skilled scientists and engineers engaged in research on new products, process developments and their possible applications across diverse industries. OBJECTIVE OF R& D The development of new products. Improvement in the quality and performance of our existing products. Increasing efficiencies in our manufacturing processes. Supporting the customer through product application. Jubilants R & D works closely with direct customers using specialized skills set, to ensure that new product development remains focused on the customers current and future needs, and supported by strong technical support services. The focus on the customer equips our team to understand and meet the needs of the Pharmaceuticals and Life Sciences industry. Jubilant believes innovation is necessary to generate new ideas, in design quality and process control, in technical assistance to production and customers, or just pure research. MANUFACTURING FACILITIES Jubilant Organosys has four modern plants strategically located at Bhartiagram, Gajraula (100 kms. From New Delhi), Nira (near Pune, Maharashtra), Samlaya (near Vadodra, Gujrat) and Nanjangud (near Mysore, Karnataka). 42

 GAJRAULA PLANT Area1,520,000 sq. mtrs. CertificationISO 9000 ISO14001 OHSAH 18000 No. of employees1037

43

CHAPTER 5
PRODUCTS PROFILE

PRODUCT DISCRIPTION Jubilant operates in four business segments: LIFE SCIENCE PRODUCTS AND SPECIALITY CHEMICALS- It includes five companies Jubilant Organosys- One of the largest custom research and manufacturing services (CRAMS) companies. Jubilant Biosys- An innovative bioinformatics and chemo informatics service provider. Jubilant Chemsys- Jubilant services integrate the expertise of our scientists in the areas of Drug Discovery, Drug Development and Analytical Chemistry. Jubilant clinsys- One of the best clinical and bio analytical service provider. PSI & PSI Supply. OIL & GAS- Jubilant Corporation has emerged as one of the leading private sector players in the Oil & Gas Exploration and Production (E & P) segment in India. The corporation has 44

been in the E & P business for the last thirteen years and has successfully bid for the development of the proven field at Kharsang in Arunachal Pradesh by teaming up with consortia in production- sharing contract where, post its takeover; oil production registered a major increase. FOOD- Jubilant Corporations business interest in food and retail segment is represented through Dominos Pizza and Monday to Sunday. DOMINOS PIZZA INDIA LIMITED- Dominos Pizza India Limited was incorporated in 1995. The first Dominos Pizza store was opened in India in January 1996, in New Delhi. Today, it has grown into a countrywide network of stores, with a team of over 2,000 people. Dominos pizza delivers fresh and ready to eat food in India by promising delivery within 30 minutes of placing the order, to its community of loyal customers all over the country. FOOD EXPRESS STORES (INDIA) LTD. MONDAY TO SUNDAY- Monday to Sunday is a chain of super stores, which operates in Bangalore. Its unique selling proposition is freshness. The outlets encompass the whole gamut of food products, frozen, chilled, fresh, packaged, canned and dry. SERVICES Oil & Gas services Power & Infrastructure Services Aerospace Services Automobile Services Software Solutions 45

 Financial Advisory Services PRODUCTS MANUFACTURED

Advance Intermediates and Fine Chemicals Facilities Kilo Lab for grams to kilograms with reactor size of 20 to 630 lts. and total volume of 3,500lts. Pilot Plant for kilograms to tones with reactor size of 1to 3 KL and total volume of 12,500lts. Commercial scale plants for kilograms to tones with volume of 210 KL. reactor size of 2 to 15 KL and total

Acetyls that include Acetic Acid, Acetic Anhydride and Ethyl Acetate Single Super Phosphate Organic Manure

46

Application Polymers for coating, textile and paper / packaging industry. Consumer Products for woodworking industry. Speciality gases for beverages, engineering and health care industry.

47

Pharmaceutical & Life Science Products

Our Pharmaceuticals and Life Science Products business, divided into four sub segments, is the largest Custom Research and Manufacturing Services provider and a leading player in Active Pharmaceutical Ingredients in India. We cater to global pharmaceuticals and life sciences industry. Our products and services cover the entire gamut from development and supply of intermediates for drug discovery to commercial supplies of intermediates, APIs and finished dosage forms. The Company has competence and knowledge to undertake more than 30 complex chemical reactions. Whether it is advance intermediates, fine chemicals or active pharmaceutical ingredients, we can seamlessly scale up from mg to MT quantities. Our subsidiary PSI in Belgium provides regulatory affairs services and dosage forms to generic pharmaceutical companies. Jubilant Pharmaceuticals, our subsidiary in USA, is a generic pharmaceutical company having a US FDA approved manufacturing facility for solid dosage forms. Drug Discovery & Development Services 48

Jubilant's subsidiaries, Jubilant Biosys, Jubilant Chemsys and Clinsys Clinical Research provide a range of functional as well as integrated services that help accelerate the discovery and development process within the global pharmaceutical and biotech industry. The subsidiaries located in the US and India provide innovative solutions to our collaborators and partners while creative business models help sustain these relationships.

Discovery Informatics - Log onto www.jubilantbiosys.com Discovery Research - Log onto www.jubilantbiosys.com, www.jchemsys.com Drug Development Services - Log onto www.jubilantbiosys.com Clinical Research - Log onto www.ClinsysCRO.com

SWOT ANALYSIS

49

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies. STRENGTHS Global prices to move up an incremental positive The demand is everlasting Environmental conditions suitable for the growth of sugar cane About 2.7% culitvable land is used for the cane production The sugar industry also includes alcohol, gur an khandri which is mainly for the domestic industry WEAKNESS Production to decline by 20-25% in fy09 Shift of the farmer from cane to paddy, wheat, pulses and oil seeds The greater diversion of cane to un-organised sector The ignorance in the residual sugar market Some of the government policy that adhere the growth of the sugar industry Shortage in sugar cane supply Obsolete technology 50

OPPRTUNITIES Prices to rise by 25% in fy09 and more in fy10e Higher margins , lower cyclicality driving shift towerds integration The on going increase in demand year after year The shift of brazil from white sugar to production of ethanol.

THREATS Less rainfall in the highest sugarcane cultivating regions Due to water shortage the shift of the farmers to multiple crops cultivation Due to government policies the selling of sugarcane by the farmers to private sectors Sugar production being more volatile than cane production Due to rise in domestic consumtion the export is likely to fall

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RESEARCH METHODOLOGY

This section include the overall research design the data collection method, the field methods and analysis procedure. Research methodology describe the present procedure one method can not be affect to attained the entire objective. The steps involved in research methodology or research design data collection method, sampling plan field work and data analysis and interpretation. Research Design: Research design is purely and simply the framework plan for a study that guides the collection and analysis of data. It is blue print that is followed in completing a study. Research Collection Method: In research collection method there are two types of data Primary data Secondary data

Primary data: My research is the combination of Exploratory Research & Descriptive Research. In which I have done the survey & used the Questionnaire & Interviewing method to collect the Primary data.

52

Secondary Data: I collected secondary data from Jubilant Lifesciences Ltd. website, competitors website, Report / Surveys conducted earlier by Jubilant Lifesciences Ltd employees / representative, Jubilant Lifesciences Ltd annual report, After collecting the secondary data I study the data and analyze that data.

RESEARCH PLAN: My research based on primary data and sample size is 20 including employees of Jubilant Lifesciences Ltd The sample size in the project report is 100 taken from the various HR Departments employees. My report is based on Non -Probability Sampling Techniques the analysis is based by using questionnaire as the sampling instrument and the information the primary sources ((a)through questionnaires(b)observation methods (c) through schedules(d)interview method (e)other method which include.) and secondary sources ((a)various publication of the central, state are local governments (b)various publication of foreign government or of international bodies and their subsidiary organization (c) technical and trade journals (d) books, magazines and news papers)

53

FINDINGS & ANALYSIS

1. What is the role of HR in manpower planning? Table: 1 Option To fulfill project requirement Deploy work force in the assignment/project. Percentage 65% 35%

Whatis the roleof H Rin m anpower planning

To fulfill project requirement Deploywork force in the assignm ent project

35%

65%

Fig. 4 Interpretation: 65% respondents say to fulfill project requirement and 35% respondents says Deploy work force in the assignment/project.

54

2. Are you satisfied in fulfilling the objectives of your company Jubilant Lifesciences Ltd by doing manpower planning?

Table: 2

a) Yes b) b) No

75% 25%

Which objectives of your com pany Jubilant L ifesciencesL tddo you satisfy by doing m anpower planning
Yes No

25%

75%

Fig. 5

Interpretation: 75% respondent satisfy by doing manpower planning and 25% are not satisfied by doing manpower planning

55

3. Do you have your organization Jubilant Lifesciences Ltd specific model for doing

manpower planning?

Table: 3

c) Yes d) b) No

75% 25%

56

Fig. 6

Interpretation: 75% respondent says that they use specific model for doing manpower planning and 25% do not use specific model for doing manpower planning

4. Did manpower planning help you during recession?

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Table 4

a) Yes b) No

80% 20%

Fig. 7

Interpretation: 80% respondent says manpower planning help you during recession and 20% says manpower planning help you during recession

58

5. How do you forecast demand?

Table: 5 1. Trend analysis 2. Managerial estimate 3. Delphi method 60% 15% 25%

forecastdem and
Trend analysis Manageerial estim ate Delphi method

25%

15%

60%

Fig. 8

Interpretation: 60% respondent says by trend analysis, 15% says Managerial estimate and 25% says Delphi method. 59

6. How do you forecast supply?

Table: 6

a) Staffing tables b) Skills Inventories c) Management Inventories d) Replacement charts e) Demographic changes f) Unemployment rate g) Government policies

10% 5% 15% 20% 30% 15% 5%

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forecastsupply
Staffing tables Replacement Charts Government Policies 5% 10% 15% 15% 30% 5% Skills Inventories Demographic changes Managem ent Inventories Unem ployment rate

20%

Fig. 9

Interpretation: 10% respondent says Staffing tables, 5% skills inventors, 15% Management inventors, 20% Replacement charts, 30% Demographic changes, 15% Unemployment rate and 5% Government policies.

7. After identifying gap, what do you do in case of :

Table: 7

a) Shortage: (1) Full-time recruitment (2) Part-time recruitment 61 50% 20%

(3) Recalls

30%

Fig. 10 Interpretation: 50% respondent says that they identify gap by Full time recruitment, 20% says Part time recruitment and 30% says Recalls employee.

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Table: 8 b) Surplus:

(1) Terminations (2) Layoffs (3) Demotions (4) Retirements

35% 15% 30% 20%

b)
Term inations

S urplus:
Demotions Retirem ents

Layoffs

20% 35%

30% 15%

Fig. 11 Interpretation: 63

35% respondent says by Terminations, 15% by Layoffs , 20% by Demotions and 30% by Retirements.

8. Does manpower planning help in Recruitment? If yes then by which source:

Table: 9

[a] Job portals (pl specify the name) [b] Newspapers (pl specify the name) [c] Campus placement (please specify institute name, if any) [d] Head hunting

35% 15% 30% 20%

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RecruitEm ployees
Job Portals Newspapers Campus placement Head hunting

20% 35%

30% 15%

Fig. 12

Interpretation: 35% respondent says Recruit Employees by Job Portals, 15% by Newspapers , 20% by Campus Placement and 30% by Heart hunting.

CONCLUSION

65

The overall impression of the group was that strategic as well as tactical problems exist with regard to manpower planning. Strategic Problems The planning and management of human resources is very often divorced from wider organisational objectives and policies and personnel management is widely seen as an administrative function. Human resource plans on a strategic level are therefore not formulated and implemented. Often, the difficult problems involved in the recruitment, selection, training and personnel/career development of the highly skilled Air Traffic Control workforce are not addressed. Changes in working conditions and work practices alter planned objectives in Jubilant Lifesciences Ltd) and should be taken into consideration and associated modifications should be incorporated in the manpower planning process as outlined in this report to avoid continuous firebrigade measures. Human resources have traditionally been regarded as a personnel department function. However, the PGMP believe that the subject deserves a higher individual profile and a broader perspective linked to a more proactive or offensive role to create more flexibility in the long term. The general view of the group is that manpower planning should resemble HRM and human resources planning in the important aspects of principles and strategies. This would include the furtherance of the mission of manpower planning and encompassing policy as well as practical aspects of resource planning.

Tactical Problems

66

The PGMP further perceived that the function of personnel management is still constrained by a reactive, fire-fighting policy. Very often manpower planning is purely descriptive and becomes a theoretical exercise. As a result the forward planning process is deficient and it is probable that shortages and surpluses of controller supply have yet to be identified. Further research is required to identify and establish effective work Jubilant Lifesciences Ltd (e.g. rostering methods) and staffing methods (e.g. appropriate calculation of staffing or manning factors) and in manpower planning (e.g. forecasting). Special effort should be made to assess the implications of anomalies in staffing factors. Research is also required to assess the implications of any change in staffing related issues outlined in this report in order to identify possible threats and dangers in manpower planning at the earliest possible stage.

SUGGESTIONS
67

Understands all types of shift patterns e.g. weekly, tri-weekly, second or fourth Saturday etc

Configurable system to suit your business needs Fast and scaleable Employee applying for OT, Leave; seeing relevant reports through Employee Self Help

HR managing master data and leave data Filter employees by departments, customized lists Weekly, monthly, daily reports Reports: Attendance, Latemark, Summary, Employee Register, Muster roll

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LIMITATIONS

Employees were reluctant to respond. Matters were not provided on the ground of confidentiality. Timing problem was there because employees were busy with their work. No delegation of authority in H R department created problem.

69

BIBLIOGRAPHY
Books: Reddy M.S., Human Resource Planning, Discovery Publishing House, 2005 Reddy M.S., Technical Manpower Planning, Discovery Publishing House, 2005 Kothari C.R, Research Methodology, Wishwa Prakashan, New Delhi, 2008

Webliography: www.managementstudyguide.com/manpower-planning.htm www.expertscolumn.com/.../man-power-planning-need-and-importance www.planmanhr.com/hr-consulting.../manpower-planning.html

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QUESTIONNAIRE
Name: Designation: Highlight your answers to close ended questions in red colour 1. What is the role of HR in manpower planning? a) To fulfill project requirement b) Deploy work force in the assignment project.

2. Which objectives of your company Jubilant Lifesciences Ltd do you satisfy by

doing manpower planning? a) Yes b) No

3. Do you have your organization Jubilant Lifesciences Ltd specific model for doing

manpower planning? a) Yes b) No

4. Did manpower planning help you during recession? a) Yes b) No

5. How do you forecast demand? a) Trend analysis b) Managerial estimate c) Delphi method

6. How do you forecast supply? a) Staffing tables 71

b) Skills Inventories c) Management Inventories d) Replacement charts e) Demographic changes f) Unemployment rate g) Government policies

7. After identifying gap, what do you do in case of : a) Shortage: (1) Full-time recruitment (2) Part-time recruitment (3) Recalls

b) Surplus: (1) Terminations (2) Layoffs (3) Demotions (4) Retirements

8. In which of the following functions does manpower planning help : Recruitments

72

(1) How do you recruit employees? [a] Job portals (pl specify the name) [b] Newspapers (pl specify the name) [c] Campus placement (please specify institute name, if any) [d] Head hunting [e] Placement agencies

73