STRENGTHENING
POLITICAL/ADMINISTRATIVE RELATIONS
– A FORUM FOR MINISTERS, DEPUTY
MINISTERS, PERMANENT SECRETARIES,
PROFESSIONAL HEADS AND SENIOR
PUBLIC OFFICERS, 8-9 MAY, 2014.
TOPIC: MANPOWER PLANNING
PRESENTED BY: A.S. TUCKER, DIRECTOR, HR
PLANNING & BUDGETING, HRMO.
FORMAT OF PRESENTATION
1.
2.
3.
4.
5.
Meaning of Manpower/Human Resource Planning
Manpower Planning process
Why Manpower Planning?
Procedure in preparing Manpower Plan & Budget
Manpower Hearings and Implementation of
Manpower Plans
6. Conclusion
1. WHAT IS MANPOWER/HUMAN RESOURCE PLANNING?
• The Chartered Institute of Personnel and Development defines Human
Resource Planning as:
“The systematic and continuing process of analysing an organization’s
human resource needs under changing conditions and developing
personnel policies appropriate to the long term effectiveness of the
organization. It is an integral part of corporate planning and budgeting
procedures since human resource costs and forecasts both affect and
are affected by longer term corporate plans”.
• Bulla and Scott (1994) defined HRP as ‘the process for ensuring that
the human resource requirements of an organization are identified
and plans are made for satisfying those requirements.’
• Reilly (2003) defined workforce planning as ‘A process in which an
organization attempts to estimate the demand for labour and
evaluate the size, nature and sources of supply which will be required
to meet the demand.’
• From the above definitions, it could be discerned that HRP is part of
strategic planning and management as it identifies the core
competencies that the organization needs to achieve its goals and
therefore its skills and behavioral competencies.
Manpower planning requires that the MDAs obtain the people
(manpower) that they need by:
• Considering the mandate, objectives, core functions of the MDAs
and its relationship to Government’s programmes as they affect the
sector(s).
• Determining the knowledge, skills mix, competencies, the right
numbers and grades of staff required, taking into consideration their
objectives, functions, programmes, and workload(s).
• Determining how to assign the right people, in the right numbers, in
the right positions and at the right time to perform pre-determined
duties and responsibilities.
• Assessing how to achieve the efficient and effective utilization of
human resources to meet the objectives set for the MDA.
Human Resource Planning Flow Chart
Business Plan
Forecast of
Activity level
Analysis of
requirements:
numbers, skills &
behaviour
Demand
Forecast
Scenario
Planning
Supply
Forecast
Forecast of future
requirements
Action Planning:
• recruitment
•Training
•Downsizing
•Increasing flexibility
SOURCE: Handbook of Human Resource Management Practice, Michael Armstrong (2009)
2. The Manpower Planning Process
This involves:
• Demand Forecasting – estimating future manpower needs in the light of
the MDA’s objectives, plans and programmes;
• Supply Forecasting- analysing various elements of the current human
resources (staffing) within the organisation and estimating or forecasting
future staffing requirements and how the supply of people should be met
either from inside or outside the organisation;
• Gathering data about the existing staff internally (attrition rates,
retirements deaths, leavers, absences including training, promotions etc.)
and also externally to determine what is available in the human resource
market to be able to inform the supply and demand equation (this is often
referred to as ‘Succession Planning’) ;
• Drawing up plans to match supply and demand;
3. Why Manpower Planning
• Resources are scarce and therefore have alternative
uses;
• The escalation of personnel cost in relation to GDP and
overall GOSL spending. Currently, the wage bill accounts
for 52.6% of domestic revenue, 6.7% of Nominal GDP,
and 53.9% of Recurrent expenditure;
• Manpower Planning stimulates us to be proactive in
meeting our staffing needs;
• It mitigates the effects of future unforeseen
circumstances;
• It eliminates or minimizes the volatility and
unpredictability of the wage bill and by extension the
Budget
• Manpower Planning eliminates the accumulation of
salary arrears;
• Encourages employers to develop clear and explicit
links between their business and HR plans and to
integrate the two more effectively;
• It allows for better control over staffing costs and
numbers employed;
• It enables employers to make more informed
judgements about the skill and attitude mix in
organizations;
• Avoid delays in recruiting staff
4. Procedure in preparing Manpower Plan &
Budget
The following information and documents are required for preparing
Manpower plans:
• Strategic Plan articulating the mandate, objectives, programmes and functions
of the MDA, its divisions and sub-divisions( to determine need )
• Establishment List ( HRP Form 1)
• Current staff list. (HRP Form 2)
• Information on anticipated exit/retirement from the service including
unauthorised names on the payroll (HRP Form 3)
• Request for Increase in Existing Establishment (HRP Form 4)
• Request for Creation of New Posts (HRP Form 5)
• Request for Promotion (HRP Form 6)
• Request for Appointment by Direct Entry (HRP Form 7)
• An executive summary clearly stating the main elements of the Manpower
Plan and stating any major changes to the MDAs manpower requirements and
the related justifications and consequences of any shortfalls in allocation of
budgets.
5. Manpower Hearings and Implementation of
Manpower Plans
• The draft Manpower Plan for the MDA is presented at the
Annual Manpower Hearings organized by the HRMO;
• The manpower requirements of the MDA will be discussed at
length and an agreement reached in terms of the number and
type of staff to be recruited and or promoted including changes
to the authorised establishment in the light MDAs’ programmes
for the coming year;
• In cases where new posts are required or existing posts are to be
re-graded, the approval of the Re-Grading Committee is
normally sought before such recruitments are done;
• Due to the skewed nature of staffing in the Civil Service, priority
is given for filling vacancies in the middle and upper levels;
• The approved manpower plan for MDAs are forwarded to
MOFED for inclusion in the MTEF Budget for the ensuing
Financial Year.
5. Conclusion
• Human resources are the most prized assets of our MDAs as
they are used to achieve organisational objectives;
• The success of our national development agenda germane to
the Agenda for Prosperity will to a large extent depend on how
we utilise our human resources;
• Manpower Planning, which is part of our PFM Reform Strategy
to control payroll cost, will help us achieve the goal of a
sustainable wage bill;
• The formulation of MDAs’ Manpower Plans therefore requires
the participation of all stakeholders in determining the number
and type of skills required;
The End
THANKS FOR YOUR ATTENTION