Mr. Nanda, Managing Director, Great Easter Food Limited, has decided to trim up his company’s overall manpower owing to a few apparent feelings given below:
1) Almost all the productivity divisions are over-employed.
2) Overall productivity at all levels is not up to mark.
3) Decisions about new recruitments and interdivisional transfers had no scientific reasoning.
4) Exact performance levels of employees is not very tangible.
5) A picture of manpower requirement and business performance projection for the next 5 years is not clearly available.
6) The personnel department is not playing the role of manpower adviser. It is only facilitating routine recruitments, transfers, separations and promotions; as requested by the divisions.
Mr. Nanda does not just want to reduce his manpower without a proper study. He desires to re-appropriate his human resources in the light of the following objectives:
1) Optimum employment of human resources
2) Growth, development and diversification plans to be supported by active and adequate participation by the employees.
3)A strategic plan for the next five years manpower against different benchmarks.
4) Continuous monitoring of the use of manpower against different benchmarks.
5) Structural adjustments and advantages to be provided through a vibrant ‘manpower budgetary control system.’
6) Adequate provision for absorbing the impact of technological changes, change in business model and other environment factors.
A comprehensive approach for manpower planning is very much necessary to achieve the above objectives.
Q. Prepare a basic approach paper on an urgent basis.
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