Report on manpower planning and barriers

Report on manpower planning and barriers This report aims to present the manpower planning which consisting estimating manpower, job analysis, recruitment, selection and training. Also, we will present barriers of implement of manpower planning and suggest solution to the barriers. Finally, we will structure a training session. Introduction Since the company not had consistency good finance results. All systems of the company are decided to upgrade, and each group company will have same package so the group can co0ordinate all the subsidiaries. We must improve the manpower planning 3.0 Manpower Planning The centrality of manpower in production process of corporate entities has long been acknowledged by organization managers and administrators. It is an on-going process (integrated approach), not a once and for all phenomenon. Its process involves interrelated activities and the plan must continue to be modified to meet prevailing circumstances. As a plan, it is embedded with implementation programmes designed to ensure availability of adequate qualified persons. Such implementation programmes include recruitment and selection (employment) of required skilled personnel to perform jobs that will allow the enterprise meet both the corporate and individual goals. The plan implementation programme also entails training and development of personnel and performance appraisal as well as other related personnel administration functions. The term Manpower Planning at organizational or corporate level is also known as micro-human resources planning and it has much to do with personnel management or personnel administration. The terms manpower, human resource, and personnel management or personnel administration refer to the same activities concerned with managing people at work. As such the terms can be used interchangeably. On this basis, Manpower Planning and Human Resources Planning are the same phenomenon. The main benefits or purposes of manpower planning are: (i)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To control labour costs and enhance efficiency by ensuring that only the most essential and required personnel are hired and retained (ii)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To increase productivity by matching people with jobs that truly exists and is adequate for them.   (iii)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To provide a lead time to recruit and train workers ahead of need.   Required skills are thus provided for in advance (iv)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To provide a basis for other plans, such as plans for facilities, desks and office accommodation, and assist in their formulation. (v)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To anticipate and overcome redundancies.   The information provided about future manpower surpluses and redundancies in particular area could be used by management to plan a retraining programme for those who would be rendered redundant by changes in technology and company reorganization.   Such people can then be made available for jobs in which they are needed. (vi)  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   To show the implications of retirements and promotion plans in terms of management development and succession planning. 4.0 Manpower Process Estimating manpower Employment or Manpower planning is the process of deciding what positions the company will have to fill, and how to fill them. Manpower planning covers all future positions from maintenance clerk to CEO. However, most companies call the process of deciding how to fill companys most important executive jobs succession planning. Employment planning should be an integral part of a firms strategic and HR planning processes. Plans to enter new businesses, build new plants, or reduce costs all influence the types of positions the firm will need to fill. That also meant they needed plans for who to hire, how to screen applicants, and when to put the plans into place. One big question is whether to fill projected openings from within or from outside the firm. In other words, should we plan to fill positions with current employees or by recruiting from outside? Each option produces its own set of HR plans. Current employees may require training, development, and coaching before theyre ready to fill new jobs. Going outside requires a decisions about what recruiting sources to use, among other things. Job analysis Job analysis is the fundamental process that forms the basis of all human resource activities. In its simplest terms, job analysis is a systematic process for gathering, documenting and analyzing data about the work required for a job. The data collected in a job analysis, and reflected through a job description, includes a description of the context and principal duties of the job, and information about the skills, responsibilities, mental models and techniques for job analysis. These include the Position Analysis, Questionnaires, which focuses on generalized human behavior and interviews, task inventories, fundamental job analysis and the job element method. Job analysis is the procedure for identifying those duties or behaviors that define a job. Aside from verifying the fairness of selection procedures, job analysis is the foundation of virtually every other area of industrial psychology, including performance appraisal training and human factors. Additionally, job analysis is the basis of job evaluation, the procedure for setting salary scales. Information about jobs can be collected in a number of ways such as potential sources: observation, individual interview, group interview, technical conference, questionnaire, diary, critical incidents, equipment design information, recording of job activities, or employee records. Possible agents to do the collecting are professional job analysis, supervisors, job incumbents, or even a camera in the work place. Recruitment Recruitment is the process of identifying the prospective employees, stimulating and encouraging them to apply for a particular job or jobs in an organization. It is a positive action as it involves inviting people to apply. The purpose is to have an inventory of eligible persons from amongst whom proper selection of the most suitable person can be made. Before you think of inviting people to apply for a job you have to decide what types of persons are to be invited and what their characteristics should be. This calls for fixing the job specifications which may also be called man specifications. Job specification will be different for each job. Physical Specifications: For certain jobs some special features may be required. For example, for assembly of a TV set or some other electronic equipment good vision is required, for a typing job you need finger dexterity, for a heavy job you need a strong, heavy and thick-set body. The particular physical abilities and skills necessary for a given job have to be specified. These may refer to height, weight, vision, finger dexterity, voice, poise, hand and foot coordination, etc. Mental Specifications: These include intelligence, memory, judgment, ability-plan, ability to estimate, to read, to write, to think and concentrate, scientific faculties, arithmetical abilities, etc. Emotional and Social Specifications: These include characteristics which will affect his working with others, like personal appearance, manners, emotional stability, aggressiveness, or submissiveness, leadership, cooperativeness, skill in dealing with others, social adaptability, etc. Behavioural Specifications: Certain management personnel at higher levels of management are expected to behave in a particular manner. These are not formally listed but have to be kept in mind during the process of recruitment, selection and placement. Besides, there are two categories of sources of supply of manpower-Internal and External. Internal Sources: These include personnel already on the pay-roll of the organization as also those who were once on the pay-roll of the company but who plan to return, or whom the company, would like to rehire. These include those who quit voluntarily or those on production lay-offs. External Sources: These sources lie outside the organization, like the new entrants to the labour force without experience. These include college students, the unemployed with a wider range of skills and abilities, the retired experienced persons, and others not in the labour force, like married women. Selection Selection is the process of examining the applicants with regard to their suitability for the given job or jobs and choosing the best from the suitable candidates and rejecting the others. Thus, you will notice that this process is negative in nature in the sense that rejection of candidates involved. It is the process of securing relevant information about an applicant to evaluate his qualification, experience and other qualities with the view of matching with the requirement of a job. It is the process of picking out the man or men best suited for the organizations requirement. The selection process involves rejection of unsuitable or less suitable applicants. This may be done at any of the successive hurdles which an applicant must cross. These hurdles act as screens designed to eliminate an unqualified applicant at any point in the process. Those who qualify a hurdle go to the next one; those who do not qualify are dropped out. The complexity of the process usually increases with the level and responsibility of the position to be filled. Initial Screening or Preliminary Interview: This is a sorting process in which prospective applicants are given the necessary information about the nature of the job and also, necessary information is elicited from the candidates about their education, experience, skill, salary expectation etc. If the candidate is found to be suitable, he is selected for further process and, if not he is eliminated. Application Scrutiny: Different types of application forms are used by the organization for different types of positions/posts. Some forms are simple, general and easily answerable, while others may require elaborate, complex and detailed information. Sometimes applications are asked in plain sheet. Application forms are designed to serve as a highly effective preliminary screening device, particularly when applications are received in direct response to an advertisement and without any preliminary interview. In our organization the applications are used in two ways: to find out on the basis of information contained there in as to the chances of success of the candidate in the job for which he is applying, and to provide a starting point for the interview. Training Systematic training and development of organization employee is the foundation of efficient and effective utilization and productivity of corporate personnel. To be effective in meeting organization goals of efficiency and increased productivity, cost-effective in operations, training must not be conducted in ad hoc and haphazard manner. It should be a deliberate policy instrument designed to meet training needs of individuals, organization and a technologically changing environment of production. The training progremmes should be appropriate and adequate to solve corporate training needs arising from the requirements of newcomers, shortfalls in employee performance, organizational change and the individual workers expressed or observed needs. Training is a learning process which aim at helping employee to acquire basic skills required for efficient execution of the functions for which employee are hired; while development deals with activities undertaken to expose employees to be able to perform additional duties of managerial and administrative nature in the near future. Training efforts are geared toward acquisition of manipulative skills, technical knowledge, problem solving ability and attitudes. While development is designed to prepare employee to assume position of responsibility of supervisory and leadership natures. The two techniques of learning are usually planned by the organization to improve competence level of employee. The third learning method is the education method. 5.0 Example of Manpower Planning A large supply company in UK wants to improve and control the unit cost. The company had designed and implemented a radical manpower change to reduce staff numbers by 20%. They using manpower forecasting methods and projecting productivity growth, they were able to reduce the number employed form 6500 to 4500 and increase productivity by the required amount. Key tools used Manpower predictive forecasting and rightsizing. Supportive training was also designed and provided. Another example is building a new business from scratch for an American company in the UK. The company is a construction company. The company post advertisements and recruitment statements which have new terms and conditions written specifically for the UK market in newspaper. 1,300 people were test, screed and interview. After consideration and selection by the company, a number of people were hired. Training courses were designed and carried for successful applicants. 6.0 Problems, Barriers and solutions to Manpower Planning Manpower development is the core element of a business that helps to shape and lead the future of any organization through the use of its people. Successful manpower development could result in high production and long-term future growth for business. However overcoming these challenges means understanding the vision of the business and how to best forecast future events in manpower planning. Planning helps management with the right number and the right kind of people at the right place in business. Hiring the Right Fit The approach to developing manpower should include hiring a person who not only has the acquired skills necessary to perform the job but also is a good fit for the organization. Organizational fits are very challenging because the individual not only has to be qualified but they must be able to adapt and adopt the culture of the organization. Accepting organizational culture is critical, because it is often a determining factor in an employee remaining with the organization. Maintaining effective manpower is equally as important to recruiting right person for the job. Employee Turnover Plan of Action Employee turnover happens for various reasons and is inevitable in manpower development. Some of the causes are controllable factors, while many of them are hard to foresee. It is harder to identify or forecast the death of an employee or an illness that leaves an employee in an incapacitated state, because it can happen at any time. Developing a plan of action in manpower development that negates these factors can be difficult. Ensuring that the employee turnover does not impact the manpower in the out years of business is the biggest dilemma. Continuing Education With constant changes in technology, business professionals need to keep up-to-date by taking courses designed to improve their technical skills and knowledge. Programs such as the Microsoft Certified Professional certification provide comprehensive training, practice and testing opportunities to business professionals seeking to further their careers. Flexible alternatives such as web-based training, coaching and mentoring or recorded multimedia sessions enable busy professionals to train for an advanced role or even a career change. Leave/ Work Schedules Offering work schedules that stay abreast of workforce trends is challenging, because it requires research and understanding of the workforce needs. If leave policies or work schedules are too lenient, it could impact the production of business in a negative way. Rising Costs Global organizations face rising costs and need to plan effectively so we can efficiently recruit and hire the best manpower, both permanent and temporary. Fewer management layers and less support staff make it more difficult to provide new employees with the personalized attention they typically need to get started. Self-paced training courses that provide details about how to use company tools, such as email or accounting systems, often replace instructor-led classroom sessions. Workers may not have an office at the same location as their manager and rely on web conferencing software instead spending the extra time and expense to travel to a common location for meetings. Employees need training and tips on how to use these alternatives effectively. Changing Priorities Companies typically set strategic goals on an annual basis. Training programs should be aligned with strategic plans. For example, if company executives want to see an increase in customer satisfaction, training professionals should focus on identifying problems in providing customer support proficiently. Then, we can design training courses and career development opportunities that help employees learn the best techniques for troubleshooting problems and handling customer complaints skillfully. Once operational metrics improve, the focus may change to other areas, such as reducing product defects or eliminating waste. 7.0   Training Session Plan TRAINING SESSION PLAN COURSE: Approaches to manpower planning in a property orientated business SESSION: 2 COURSE OBJECTIVE: Give theoretical and practical approach to manpower planning with the industry LEARNING OUTCOMES: Improvement the manpower planning of the company DURATION: 4 hours EQUIPMENT: Computer, Projector, White Board and Marker Pens TIME ITEM AID INTRODUCTION 9.00 Background Course objectives Session objectives W/B TOPIC 1 9.15 Manpower Planning Estimating manpower, job analysis, Recruitment, Selection System, Training 10.30 Examples of the manpower planning of other companies 11.00 Break TOPIC 2 11.30 Barriers and solutions to the manpower planning summary and close 12.30 Review Topics The Training course is about four hours. We wil separate the course into two part by a short break. The first part will introduce the manpower planning and introduce some example of the manpower planning. After the break, we will talk about the barriers and solution to the manpower planning. Finally, we will have a review and questioning session. 8.0 Conclusion The manpower planning must introduce to the company to improve the situation of the company. Good planning can bring the company raise the income and increase efficiency output.

Discuss the value of chemistry in society

For some time in the modern world, and especially subsequent to the events of September 11th, there has been a wave of concern regarding chemistry and its potential destructive powers. There are many people who hold a fearful attitude towards the chemical industry and its products. This is because the threat of chemical and bio-chemical weapons is very real and is a negative aspect of the business. Also it is often deemed environmentally unfriendly and unsafe for the nearby public. However it is far wider believed that the pros outweigh the cons massively. To display this I have produced a case study on Glaxo Smith Kline. Read this Practice Test Chem 105 Background Glaxo Smith Kline, based in the UK, is one of the pharmaceutical industry leaders, with an estimated seven per cent of the world's pharmaceutical market and declare a global quest to improve the quality of human life by enabling people to do more, feel better and live longer. This shows just how people based the company is despite its huge size. GSK is also involved in four major therapeutic areas – anti-infectives, central nervous system (CNS), respiratory and gastro-intestinal/metabolic. In addition, it is a leader in the important area of vaccines and has a growing range of oncology products and treatments. The company also has a Consumer Healthcare section comprising over-the-counter (OTC) medicines, oral care products and nutritional healthcare drinks, all of which are among the market leaders. Employees and Employment GSK GSK has over 100,000 employees worldwide. Of these, over 40,000 are in sales and marketing, the largest sales force in the industry. Over 42,000 employees work at 104 manufacturing sites in 40 countries and over 16,000 are in R;D. R;D is based at 24 sites in seven countries. The company has a leading position in genomics/genetics and new drug discovery technologies. The GSK R;D budget is about à ¯Ã‚ ¿Ã‚ ½2.4bn. Implications This shows that the industry is a great employer for many job types, including lab technicians, researchers, doctors, I.T. staff, biologists and others. It also employs testers for development of drugs and measure side effects on human patients. This is where much of the development money goes as the patients are only willing to be test subjects for quite large fees due to the potentially harmful side effects. Health and Safety GSK They take health and safety really seriously as GSK. Because a lot of the work that goes on involves highly flammable organic solvents, no heating is done with naked flames (there is only one Bunsen burner in the entire plant, and that is used by the glass blower for shaping pieces of glassware.) In the research labs heating will be done using electric mantles or electrically heated oil baths. However, in the ‘scale-up' plant, where large volumes of soluble materials are used, even electrical heating is not allowed because of the danger of sparks. Instead they heat vessels by passing a pre-heated liquid through an outer jacket around the vessel. No mobile phones or any electrical equipment are allowed inside in case they generated sparks which could ignite any flammable vapours. In the corridors outside the research laboratories there are emergency showers for people to use in the event of a chemical spillage and Hazard warnings are displayed everywhere. All chemicals have hazard-warning labels. Most pieces of equipment have warning labels on them. Details of every experiment were displayed where the experiment was carried out. A full risk assessment is done on any process before it is carried out. If any particularly hazardous materials are being used, a notice is displayed on the outside of the lab and entry is restricted to authorised personnel. In school we sometimes wear gloves when using chemicals. At GSK gloves are used routinely. There are various grades of gloves to chose from, depending on the nature of the chemicals being used. The different grades are colour coded. The researcher has to specify which gloves to use in the risk assessment. Implications These near perfect safety precautions go a long way to proving that the chemical industry is really very safe and does not pose as much danger to the public as is often thought by many people. With the help of modern technology and careful planning the industry, it has become safer than many school science classes! Drug Development GSK GSK spends millions of pounds each year on research and development. It costs something in the region of à ¯Ã‚ ¿Ã‚ ½450,000,000 to produce a new medicine. The process of developing a new medicine takes about 10 years. Research usually begins with genetic research, which identifies the proteins involved in the disease. Then thousands of compounds will be tested to see if they react with the protein involved in the disease. This process is highly automated, using compounds stored in the automated chemical store. From this the best compound is identified. This will be the compound, which reacts best with the protein. This will not yet be good enough to be used as a therapeutic drug though. It may be too soluble to stay in the body for long; it may be too insoluble to get into the blood stream. It may be toxic, or have other characteristics that make it unsuitable for use as a drug. The next step is to modify compounds structure so that it has as near perfect properties as possible. For example, to make the compound less water-soluble so that it stays in the body for longer, large organic side groups could be added to the structure. (When penicillin was first discovered it was extremely water-soluble so was very quickly passed out of the body in the urine. Because penicillin was in such short supply it had to be recovered from the urine and recycled!) Once a suitable compound has been found the next problem is to scale up production from milligram's to grams then to kilogram's At this point the drug will need to be tested on living tissue (cells, not usually whole animals) So far this process will have taken 4-5 years. Scaling up production has lots of difficulties associated with it. Reactions that work well on a milligram scale may not work on a 20 kg scale. There may be difficulties associated with weighing, heating, stirring, transferring, cooling and purifying. Ways of solving all these difficulties have to be found. The drug will then enter the clinical trials stage. At first it will only be tested for side effects in a few healthy volunteers. It will then be used in trials in patients with the disease. If successful the drug will then be licensed for use and made generally available. Even after this point the drug must be monitored. Implications There is a massive amount of money being poured into the chemical industry by investors. This is good for the stock market and the global economy, the employees of the company and the public who will need the developed drugs. It is a very safe system and those who are put at risk do so by their own admission. The testers are paid quite large lump sums for testing if the drug has any side effects and are usually young healthy men and women at university or college. Very little testing on animals is being carried out any more. There is testing on animal tissue, but this is done on a very small scale and animals are rarely harmed. This is a great step for the industry, which for some time has been beset by animal rights groups protesting their actions. Also the time taken for the drug to be developed is good for job stability for the researchers and developers who are needed far beyond the initial stages of production. Environmental Issues GSK All solvents are collected in large containers under the benches of each lab. When these are full they are taken away and dealt with in a way appropriate to the particular solvent. All waste from the labs is treated as being contaminated and is incinerated. The ash from this is disposed of in landfill sites. Potentially a very large volume of water would be put into the local sewage system. To avoid overloading the system, GSK have installed a recycling system where the water that passes through condensers is reused in a closed system. This also of course saves water. There are no sinks in any of the labs so that nothing can be poured away like is practiced in schools. They are very environmentally friendly. Implications This is great for the environment as nothing is thrown away. It is all dealt with carefully and the industry is becoming far more eco-friendly than in the past. Conclusion From my case study of Glaxo Smith Kline I have found that the industry is in reform. It is becoming far safer and there are many less ethical issues than ever before. Animal testing is low and the environment is finally being preserved. The industry is good for the economy and employs many people from college and university graduates to product test subjects. The pros of chemistry in society far outweigh the cons and this is illustrated perfectly in Glaxo Smith Kline.

A Perfect Summer At The Beach - 949 Words

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Historical and Financial Analysis of General Mills

HISTORICAL AND FINANCIAL ANALYSIS GENERAL MILLS (GIS) DUPONT ANALYSIS When analyzing the DuPont model, we determined that GIS has a higher profit margin, low asset turnover ratio, and low financial leverage versus the industry average, leading GIS not to perform with the same efficiency as the Industry Composite. GIS’s return on equity (ROE) was 28.25% in 2011, dipped to 24.41% in 2012, and then rose to 27.80% in 2013. GIS three-year average ROE of 26.82% is below the industry three-year median of 30.78%. This is largely attributable to a decrease on Equity due to the acquisitions that began on 2011. GIS asset turnover ratio remained steady for the past three years with a median of 0.79; however, competitors achieved a higher asset turnover ratio, of 1.07. 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