MANPOWER PLANNING AT DIFFERENT LEVELS

Introduction :

Manpower planning is a technique of correcting the imbalances between manpower demand and
manpower supply in the economy. Such imbalances can cause either the problem of unemployment or
shortage of manpower. Both situation are dangerous and suicidal for the socioeconomic development of the
country.

Meaning and definition of man power planning:

Man power planning is defined byV etter as:“the process by which management determines how
the organization should move from its current manpower position to its desired manpower position.”

Through planning, the management strives to have the right number and right kind of people , at right
places, at the right time, doing things which result in both the organization and the individual receiving
maximum long run benefit.

According to Gordon MacBeath, manpower planning involves two stages. The first stage is
concerned with the detailed “ planning of manpower requirement for all types and levels of employees
throughout the period of plan.,” and the second stage is concerned with “ the planning of manpower
supplies to provide the organization with the right type of people from all sources to meet the planned
requirements.”

Staffing“Is a systematic approch to the problem of selecting , training , motivating and retaining
professional and non professional personnel in the organization ” Basavanthappa B.T
The selection of suitable candidates on the basis of their skill-set and requirements of the job is
known as manpower staffing.(Buzzle.com)
Objectives of manpower planning:

• Ensuring maximum utilization of personnel

• Assessing future requirement of the organization

• Determining the recruitment sources

• Determining the training requirements for managements development and organizational

development.
Objectives of planning Nursing Service :
1. To ensure total patient care
2. to see that the nursing component at the operational level is properly organized
3.to ensure optimum utilization of nursing services by avoiding non nursing duties to nursing
 personnel

4. to provide a conducive environment for the professional development of the nursing personnel

5. to encourage staff education and training

6. to ensure effective participation of all nurses through team work

7. to promote effective public relations through effective communication

8. to evaluate the quality of nursing services

Importance of Manpower Planning

1. Key to managerial functions
2. Efficient utilization
3. Motivation
4. Better human relations
5. Higher productivity
Problems and limitations of man power planning:

Even though there are many benefits and uses of manpower planning , there are certain inherent
limitations of forecasting itself which makes manpower forecasting a tricky exercise. Thus manpower plans
suffer from inaccuracy as it is difficult to prepare long range forecasts accurately. Changes in economic
conditions , technology , marketing conditions and labor force conditions tend to make long range forecasts
unreliable. However, there is a greater danger in not for casting at all.

It is possible to a certain extent to predict with a reasonable degree of accuracy based on

experience the future vacancies resulting from retirements, deaths and resignations. However it is more
difficult to anticipate which particular member of the personnel will be required to be so replaced. It is also
risky to take action on general estimates of personnel requirements which are not specific enough. At times,
lack of top management’s support frustrates those in charge of man power planning.

Again , inaccuracies are caused when forecasts from several operating divisions are merely
totaled together without a critical scrutiny. Thus, the limitations arise both from the uncertainty of
forecasting itself, as well as at times from the methods used in manpower planning. However, with
experience gained through manpower planning over a period of years, it is possible to become more
accurate, although manpower management cannot yet lay claim to being a science.

Ingredients of sound manpower planning;-

1. Finding and selecting the right caliber and number of people required to perform the operations of the

organization involved

2. Adequate briefing of new employees to the organization and job

3. Fair, sound and effective terms of employment

4. Provision of incentive
5. Establishment and maintenance of personnel inventories based on periodic appraisals of the

productivity, methods , qualifications and potential of employees

6. Well organized and specific training

7. Continuing personnel research.

8. Management
Types of man power planning:-
Manpower planning can be of two type: short term and long term
Short term man power planning:-

This planning is done to find a temporary match between the existing individuals and the existing
jobs. It aims at quick removal of anomalies in posting and placements. The steps are as follows;
1)The step one is to identify the weak and strong incumbents. Weak incumbents are those whose skills
fall short of their job requirements. Similarly strong incumbents are those whose skills far exceed
their job requirements
2) The second step is to set the above anomalies right. In the case of weak incumbents this can be done
by:

• Assigning difficult parts of their jobs to others

• Improving them through short – term training or counseling and

• Replacing them by other individuals

3) the final step is to think of persons who can be additional charge of posts falling unexpectedly vacant
due to sudden death , resignation or transfer of the original incumbent

Long term man power planning:-

This planning is done to find a proper match between the future jobs and their future
incumbents. The
steps involved are as follows:
1)The first step is to determine the requirements of man power for a particular period. this
is done by
making forecasts. Forecasts of future manpower requirements can be made for a period of
2 to 5
years
2)The second step is to ascertain the existing number of rank and file workers in each
section,

department and unit and to compare it with the requirement number. In case the required
number is
more than the number required, the next step would be to consider how to get rid of the
excess hands,
ie, whether through premature requirement or discharge or lay – off etc. In case of
managerial
personnel, their existing number should be worked out for each of the following four
categories:

promotable

• not promotable

• not retainable( i.e to be replaced)

• about to retire

3) The final Step is to determine the need for and the kind of training which must be
given to the existin and new employees.

METHOD OF THE PLANNING

1)NORMOTIVE METHOD-Is the common detecting the manpower or support services . This is
based on the norms
developed by the government or professional bodies which are to be used as guidelines in
determining the manpower requirement – qualitative and quantitative for an institution

2. Epidemiological or disease method

 This is based on the present and projected disease condition. Keeping in view the nature of
disease in the Community and the changes in disease pattern in future , the institution may plan the health
care services.

3. Resource availability method

It is based on the financial and other resources available in the institution or programme. these
could be the change in the financial resources , physical resources , transport , equipment and other
related resources.

4.Qualitative and Quantitative health care service available:

This method is based on the factor of Qualitative and Quantitative health care available in the
community . If there is large number of private practitioner available in another hospital of the
community , the nature of the service to be provided by the institution would be affected and there
by the quality and quantity of manpower required.

5. Population growth

It is based on the fact that to meet the growing demand of either through growth of
population or through the awareness of better health needs by the population , there is an increased
demand for health service.

Is the common detecting the manpower or support services . This is based on the norms
developed by the government or professional bodies which are to be used as guidelines in
determining the manpower requirement – qualitative and quantitative for an institution

2. Epidemiological or disease method

This is based on the present and projected disease condition. Keeping in view the nature of
disease in the Community and the changes in disease pattern in future , the institution may plan the health
care services.

3. Resource availability method

It is based on the financial and other resources available in the institution or programme. these
could be the change in the financial resources , physical resources , transport , equipment and other
related resources.

4.Qualitative and Quantitative health care service available:

 This method is based on the factor of Qualitative and Quantitative health care available in the
community . If there is large number of private practitioner available in another hospital of the
community , the nature of the service to be provided by the institution would be affected and there
by the quality and quantity of manpower required.

5. Population growth

It is based on the fact that to meet the growing demand of either through growth
of
population or through the awareness of better health needs by the population , there is an
increased
demand for health service.

6. Objective and commitment of the institution

It is based on the objectives and the commitment of institutions which would affect the
qualitative and quantitative aspect of manpower required.

Basic Steps in manpower planning:

1. Anticipating the manpower needs

 Personnel strength

 Identification of needs and requirements

 Recruitment

 Investigation of turn over of personnel

2. Planning job requirements and descriptions
3.Analyzing skills to determine the nature of man power needed
1Anticipating the manpower needs

For securing maximum motivation , it is always better to encourage existing

employees instead of importing new ones for higher appointments such intentional
promotion can secure optimum motivation and ensure retention within the organization
of its best people.

 Manpower inventory
 This involves taking an inventory of the existing personnel to compare what exists
in stock
with what can be expected in stock at future dates
 Expected loss and extra manpower
 The expected loss situation can be evaluated in terms of retirement , transfer and
other
causes such as death and disability
 In good organization their own expected loss rates are estimated on the basis of
their own
past experiences
 In addition to this manpower requirements based on anticipated additions to
operations
required for meeting the wants of future expansions
 In this way , the future vacancies or manpower needs of the organization
can be
anticipated
 The manpower forecast is thus concerned with anticipating the number of
replacement

For securing maximum motivation , it is always better to encourage existing employees instead of
importing new ones for higher appointments such intentional promotion can secure optimum motivation
and ensure retention within the organization of its best people.

 Manpower inventory
This involves taking an inventory of the existing personnel to compare what exists in stock
with what can be expected in stock at future dates
 Expected loss and extra manpower
 The expected loss situation can be evaluated in terms of retirement , transfer and other
causes such as death and disability
 In good organization their own expected loss rates are estimated on the basis of their own
past experiences
 In addition to this manpower requirements based on anticipated additions to operations
required for meeting the wants of future expansions
 In this way , the future vacancies or manpower needs of the organization
can be
anticipated
 The manpower forecast is thus concerned with anticipating the number of replacements
required by reasons of:

 Resignations

 Retirements

 Deaths

 Dismissal
 Transfers and

 Promotions

 Manpower planning methods

The four methods generally used to determine the requirements of personnel are

Hospital staff can be categorized as

☻ Medical

☻ Nursing

☻ Administration

☻ Paramedical

☻ Engineering

☻ Unskilled

The total number of staff can vary from 2-5 per bed, depending on the degree of care, facilities
provided and type of hospital such as maternity/ orthopedic/ infectious disease / general hospital etc

 Identification of needs and requirements

This would include
☻ Identifying activities to be under taken
☻ Listing each activity under specific heads such as pharmacy, laboratory, radiology, nursing,
administration etc
☻ Breaking down each activities into different sub activities
☻ Listing out job requirements to meet each activity. This will help in identifying the nature
of qualification / experience required
 Recruitment
Once manpower requirement has been identified, the recruitment process can begin
a) Guidelines for recruitment
Guidelines for recruitment of various departments are as follows:
i. Doctor - bed ratio :-

According to Indian Medical Council , doctor – bed ratio is 1:5, but this is applicable only to hospitals
which are attached to the Medical colleges and where doctors are required to participate in teaching
programmes of Medical College

It is recommended that the doctor bed ratio should be 1:10 in general hospital
ii.
Nurse - bed ratio :-
The ratio should be 1:3 according to the Indian Medical Council. Thus for every 100
beds and to cover a 24 –hour period , there should be 4 ward sisters and 30 staff – nurses;

and for fractions of 100 beds , the staff should increase in the proportion of 1 ward –
sister to 25 beds and 1 staff – nurse to 3 beds
and for fractions of 100 beds , the staff should increase in the proportion of 1 ward –
sister to 25 beds and 1 staff – nurse to 3 beds.
Nurse – Bed ratio for Different Wards
Ward
Nurse
Beds Remarks
Medical
1
3
Surgical
1
3
Casualty
1
1
ICU
1
1
CCU
1
1
Pediatric
1
4
If mothers are allowed to stay with patient
Pediatric
1
2
If mothers are not allowed to stay with patient
OBG
1
3
Labour room
1
3
Operation theatre
2
1
Per table , day shift
Orthopedic
1
3
Well baby nursery
1
3
Special nursery
1
1
iii. X - ray dept:-

Keeping in view the quality of care required , one X- ray technician can do 5 IVP, or 2 myelographies
or 3 hysterosalpingographies or 10 barium meal investigations or 2 carotid angiographies or 30 one – view
X- rays, or 20 USG investigations or 5 CT scan

iv. Medical laboratory :-

 One medical laboratory technician can do approximately 35 tests/ day
 In one day the technician can do:
◊ 45 hematology or

◊ 50 urine analysis or

◊ 50 parasitology tests or

◊ 20 blood bank tests or

◊ 40 serology tests or 30 biochemistry tests or
◊ 20 histopathology tests
v. Pharmacy :-
• One pharmacist can dispense medicine to 150 patients / day, which excludes placing
order with supplier, explaining the schedule of medicine to the patients.
• One pharmacist can dispense of one prescription of a patient , whether an inpatient or
out patient, in approximately 2 minutes.
vi. Laundry
• one laundry orderly can assist in washing the linen of 50- 60 beds
• Number employed depends on size of the hospital and with load
vii. Dietary services :-
• The staff strength depends upon the number of medicated diets required , the
education programme, research work , and the type of requirement used in the
department
• However , one dietary staff member is required for approximately 15- 20 patients
viii. Sanitation and house keeping :-
• One sweeper to a work area of 1200- 1500 sq. ft
• How ever , for a nursing unit , one sweeper for 10 beds is recommended
ix. Security :-
• The norm is that one security guard for every 20- 25 bed of a hospital
x. CSSD( central sterile supply department) :-
• One person in the CSSD can take care of 30 beds
xi. ECG department :-
• One ECG technician can take about 20 ECG s in one shift