Lecture

Project HR and Communication

Ms. Mehwish Ali

 Chapter 4
PROJECT STAFF SCHEDULING
Project Staff Scheduling
Project staff scheduling refers to the process of organizing and managing the
allocation of human resources to various tasks and activities within a project.
It involves determining which team members are assigned to specific roles,
tasks, or shifts throughout the duration of a project. Effective staff scheduling
is crucial for ensuring that projects are completed on time, within budget,
and with the right expertise applied to each task.
• Employee scheduling is crucial for business managers
• Lack of effective scheduling process increases pressure on managers
• Ineffective schedules can negatively impact employee morale
• Managing schedules manually or on spreadsheets can be time-consuming
• Some schedulers spend days or weeks developing, publishing, and editing
schedules
• Numerous schedule-related problems require attention from both
managers and staff
• Well-managed schedules keep the organization moving smoothly and
resolve complex situations
 Managing Human Resources in Project Management
• The most important resource to a project is its people—the project team
• Projects require specific expertise at different milestones or phases
• Organizations can host multiple strategic projects concurrently-Employees
may work on more than one project simultaneously
• Employees may be seconded to a project team due to specific expertise
• Projects may require talent and resources from contract work and third-party
vendors
• Procuring and coordinating human resources is critical to project success
• Project human resource management involves organizing and managing the
project team
• The team is composed of people with specific skills and responsibilities
• Project team should be involved in planning and decision-making from the
start
• Team members' involvement increases loyalty and commitment to project
goals
• The number of team members and their responsibilities can change as the
project evolves
Project Management Team-core team Responsibilities
• Responsible for project planning, controlling, and closing
• Takes directives from the project team
• Smaller project responsibilities can be shared or designated
by the project manager
• Works with the project sponsor to secure funding, clarify
scope, and influence team members
Project Human Resource Management Processes

Human Acquiring Developing

Managing
resource the project the project
the team
planning team team
Human Resource Management Planning

• Required when adding more experienced members to the

team
• Preparation for risk management and changes to project
duration
• Determines and documents project roles, required skills,
responsibilities, and team member relationships
• Involves creating the staffing management plan
Project Scheduling or planning Key Points
• Scheduling or Planning Process
– Project management process is under the Project Human Resource
Management
– Responsible for organizing, managing, and leading the project team
• Importance of the Process
– Helps project manager determine appropriate team members based on
Plan Human Resource Management documentation
• Benefits of the Process
– Establishes project organization chart
– Defines roles and responsibilities
– Creates staffing management plan, including staff timetable and
deployment
• Main Purpose of the Process
– Develops Human Resource Management Plan for effective management
of project team members' schedules and work instructions
• Significance of the Process
– Essential for identifying the right team members for project tasks
Schedule key points
• Success of project management relies on effective planning and management of staff
• Human resource management plan establishes guidelines for defining project human
resources
• Involves staffing, managing, controlling, and releasing appropriate human resources
• Identifies training strategies for developing a skilled project team
• Creates guidance on human resource utilization
• Identifies roles, responsibilities, and necessary skills for project demands
• Establishes project organization charts indicating required team size
• Develops staffing management plan with allocated time periods for each team
member
• Addresses rewards, feedback, and disciplinary actions for staff
• Assesses team members for project success
• Ensures project has sufficient human resources with appropriate skills and experience
• Importance of proper documentation to describe processes and human resource
requirements
• Projects require dedicated human resources Necessary for project managers to
develop an HR plan and effectively manage a project team
HR Logistics
– Managing human resources across multiple sites in a project
– Challenges in coordinating a geographically dispersed team
• Collaboration Challenges
– Disconnection among team members who have never met
– Potential for communication gaps and misunderstandings
• Project Manager's Role
– Ensuring logistical issues don't hinder project objectives
– Facilitating effective collaboration and communication
• Mitigating Disconnection
– Implementing tools and strategies for virtual collaboration
– Encouraging team bonding activities and regular communication
• Logistical Considerations
– Addressing time zone differences and scheduling conflicts
– Providing necessary resources and support for remote team
members
HR Logistics

• The Personal Touch

– Occasional trips to satellite locations demonstrate
leadership and attention to remote team members
• 1. Need your leadership
• 2. Deserve your attention
• Shows attention and value to remote team members
– Reduces feeling of being "orphaned" for non-headquarters
team members
– Strengthens relationship with "second in command" at
remote sites
– Assesses on-ground project management processes to
ensure alignment across locations
• Virtual Conferencing
– Email and phone conferencing are effective for virtual teams
– Video conferencing advantages:
• Enables reading of body language
• Reduces misunderstandings and hurt feelings
• Beneficial for non-native language speakers
– Potential issues with malfunctioning video equipment
• Realistic Expectations
– Awareness of time zone differences crucial
– Clarity in communication to avoid confusion and missed
deadlines
– Importance of specifying date and time for anticipated events
– Benefits of managing geographically dispersed teams:
• Diverse perspectives for problem solving
• Enhances team's ability to overcome obstacles
• Fosters a sense of team spirit
Introduction to manpower planning process:
Top management needs to reward and recognize employees who perform
extraordinarily. To be successful in the project space, most projects need
to apply four general human resource strategies:
(1) Hire the right people
(2) Develop people to deliver service quality
(3) Provide needed support systems
(4) Retains the best people.

Successful companies must develop various strategies to select the right

employees for the right positions, train them for superior customer
service, and reward their performance for customer satisfaction.
To achieve employee success, it requires a lot of efforts from many
individuals in an organization. Especially, the organization’s corporate
culture and policies must reinforce superior customer service to give clear
guidelines for employees’ behaviors.
Project manpower SCHEDULING AND PLANNING
PROCESS
Project manpower SCHEDULING AND PLANNING PROCESS: Consists
of the following steps:
1. Identify a new work post and acknowledge its creation or if
already done
2. Each post is designed with theme park needs, followed by
detailed job description
3. Matching employee to job will reduce cost and increase
efficiency
Human-resource planning consists of a series of
activities, viz.

a. Forecasting future manpower requirements, either in terms

of mathematical projections of trends in the economic
environment and development in industry, or in terms of
judgmental estimates based upon the specific future plans of a
company;
b. Making an inventory of present manpower resources and
assessing the extent to which these resources are employed
optimally;
c. Anticipating manpower problems by projecting present
resources into the future and comparing them with the forecast
of requirements to determine their adequacy, both
quantitatively and qualitatively.
Project HRM Planning key points

• Identifying Project Roles and Responsibilities

– First step in Planning Human Resource Management identify all the
project roles and responsibilities.
– Documenting reporting relationships and Staffing management plan
is crucial
• Project Roles
– Roles taken by individuals or groups within or outside of the project
– Define responsibilities and expectations
• Staffing Management Plan
– Brainstorms ideas for acquiring team members
– Determines training needs, hiring, and releasing information
– Includes information about safety and plan's impact on the project
Process of Human Resource Planning
The basis of every planning process is based on the following
key questions:.
1. Where are we now? (Evaluate the external and internal
conditions and conditions for employees).
2. Where do we want to be? On the basis of strategic
forecasting (set the objectives in personnel area which reflect
the pursuit of efficiency and maintain a corporate culture).
3. What should be done to ensure this transition?- Use plans
(select appropriate activities and allocate resources)
4. How did we do it? Where are we now? Evaluate the results
in terms of the original objectives. The whole process begins
again.
• Schedule Inputs
– Properly defining responsibilities and project roles requires examining various inputs
• Organizational Inputs
– Identify organization groups, roles, and services provided
– Determine how groups interact to complete tasks cohesively
• Technical Inputs
– Identify special technologies requiring unique integration methods
– Predict potential problems during transition between project life cycle phases
• Interpersonal Relationships
– Assess pre-existing relationships and communication barriers
– Evaluate relationship between supplier and client
• Logistics Considerations
– Determine distances between individuals and technologies involved in the project
– Assess transportation needs between project parties
• Tangible Tools for Analysis
– Utilize experience and lessons learned from past projects
– Implement Templates and Checklists for efficient documentation and project
management
– Templates streamline documentation and ensure uniformity
– Checklists maintain project schedule and completeness, reducing errors and delays
Planning and scheduling
Planning and scheduling the necessary programs of requirement,
selection, training, development, utilization, transfer, promotion,
motivation and compensation to ensure that future manpower
requirements are properly met.
Human Resource Planning
Thus, HRP is the process of determining employee requirements and the
means for meeting those requirements in order to carry out the
integrated plan of the organization. This planning cannot be rigid or
static; it is amenable to modification, review and adjustments in
accordance with the needs of an organization or the changing
circumstances.
Benefits of Human Resource Planning (HRP)
– Positive Impact
• Maximizes utilization of human resources
• Reduces excessive labor turnover and high absenteeism
• Improves productivity
• Aids in achieving organizational objectives
 – Negative Impact
• Disruption in the flow of work
• Lower production
• Decreased job satisfaction
• High cost of production
• Management personnel face constant challenges
• Importance of HRP for Enterprise Success
– Essential function that cannot be neglected
– Equally important as planning for production, marketing, or capital
investment
• Benefits for Individuals
– Helps individuals improve skills
– Enables individuals to utilize capabilities and potential to the fullest
• Benefits for Organizations
– Enhances efficiency and productivity
– Ensures capable hands are available for future leadership positions
The objective of human resource planning is to maintain and improve the
organization’s ability to achieve its goal by developing strategies that will
Strainer recommends nine strategies for the planners
1. They should collect, maintain and interpret relevant information regarding human
resources,
2. They should report periodically manpower objectives, requirements and existing
employment and allied features of manpower;
3. They should develop procedures and techniques to determine the requirements of
different types of manpower over a period of time from the standpoint of
organization’s goals:
4. They should develop measures of manpower utilization as component of forecasts of
manpower requirements along with independent validation;
5. They should employ suitable techniques leading to effective allocation of work with a
view to improving manpower utilization;
6. They should conduct research to determine factors hampering the contribution of the
individuals and groups to the organization with a view to modifying or removing these
handicaps;
7. they should develop and employ methods of economic assessment of human
resources reflecting its features as income-generator and cost and accordingly
improving the quality of decisions affecting the manpower;
8. They should evaluate the procurement, promotion and retention of the effective
human resources; and
9. They should analyze the dynamic process of recruitment, promotion and loss to the
organization and control these processes with a view to maximizing individual and
group performance without involving high cost.
Responsibility for Scheduling
• Human resource planning is the responsibility of the HR department. It is
aided by the industrial engineering department, the top management and
the team of heads of different departments.
• Board of Directors holds overall responsibility for HRP. Directs the future
course of business. Sets appropriate goals for management concerned in
the formulation of personnel policies
• The HR department's responsibility is to recommend relevant personnel
policies in respect of planning, devise methods of procedure, and determine
the quantitative aspects of planning.
• The line manager is responsible for estimating manpower requirements.
He provides the necessary information on the basis of the estimates of the
operating levels.
• The staff manager provides the supplementary information in the form of
records and estimates.
• The staff manager to report about manpower utilization in the present and
the past, provide help and advice managers on the assessment of
manpower utilization and also develop sources of information and
techniques for purposes of comparison, administer the procedure of
forecasting and advice line managers on forecasting techniques.
Effective Human Resource
• Forward-looking function due to the importance of human
resources as corporate assets
• Assess human resource requirements in advance, considering
production schedules, market fluctuations, demand forecasts,
etc.
• Human resource plan is subject to revision and tuned to
organization's requirements over time
• Integral part of overall corporate plan, reflecting
management's broad thinking about manpower needs
• Focus on recruiting the right number of qualified people at the
right time
• Human resource plans cover varying time periods:
– Short-term plans: 1-2 years
– Long-term plans: 5 or more years
HR scheduling objectives
HR scheduling is required to meet the following objectives:
• Forecast personnel requirements: HR scheduling is essential to determine
the future manpower needs in an organization. In the absence of such a plan, it
would be difficult to have the services of right kind of people at the right time.
• Cope with changes: HR scheduling is required to cope with changes in market
conditions, technology, products and government regulations in an effective
way. These changes may often require the services of people with the requisite
technical knowledge and training. In the absence of an HR plan, we may not be
in a position to enlist their services in time.
• Use existing manpower productively: By keeping an inventory of existing
personnel in an enterprise by skill, level, training, educational qualifications,
work experience; it will be possible to utilize the existing resources more
usefully in relation to the job requirements. This also helps in decreasing wage
and salary costs in the long run.
• Promote employees in a systematic manner: HR planning provides useful
information on the basis of which management decides on the promotion of
eligible personnel in the organization. In the absence of an HR plan, it may be
difficult to ensure regular promotions to competent people on a justifiable
basis.
HR scheduling Component

The HR plan can be broken down into three components:

• Estimating future needs and stock taking of

Forecasting available resources in the organization;

• Recruitment plan, to meet the gap between the

Recruitment plan internal resource and estimated need by external
recruitment

• Training and Development plan to utilize fully the

Training and human resources of the organization and to
Development plan develop the potential resources.
 Three Ranges of Manpower Forecasting in Project
In practice it has been found that short-term (under 2 years)-and medium-range plans
(2 to 5 years) are easier to formulate with greater degree of uncertainty. The chart
below summarizes factors related to two major forms of human resource planning.
Forecasting techniques:
Two general kinds of forecasting techniques are used:
1. Indirect Method
2. Direct methods

3. Indirect methods involve the forecasting of general rules —

production figures, for example — that must be translated into
specific requirements or measures.
4. Direct techniques involve the use of methods of estimate ( directly)
labor hours, number of supervisors or particular occupational needs.

• Expert forecasts: In this method, managers estimate future human

resource requirement using their experiences and judgments to good
effect.
• Trend analysis: HR needs can be estimated by examining past trends.
Past rates of growth can be projected into the future or employment
growth can be estimated by its relations with a particular index.
To proceed systematically, human resource professionals generally
follow a number of steps. This is how a Plan is made:
1.Involving the Departments
After Estimate future organizational structure and draw up
forecasts
• Obtain requisitions from different departments
• Department heads notify HR department of vacancies in writing
– Clearly state number of vacancies
– Specify job or category-wise personnel needed
– Detail technical qualifications and experience required
– Indicate reasons for acquisition (replacement or addition)
– Provide statement of duties, job types, pay scales, age, and previous
experience
• Requisitions should be based on accurate job specifications by
first-line supervisors
• Requisitions should clearly define the exact demands of a job
2. HR Department/Project Manager together with HR must first decide on
a plan period, i.e., the time span for which the plan is to be made. A plan
period of less than three years is also practiced in many
companies. Ideally the process of recruitment, training and placement
often takes three or more years.
3. Having decided on the time span, it should be seen that it runs that
period. Only then can the plan be kept realistic and functioning.
4. The plan should be worked out in sufficient detail. Its implementation
should be evaluated and controlled properly. This requires a great deal of
tenacity, persistence and vigilance on the part of HR managers.
5. Every component of the plan has to be compatible with policies
regarding recruitment, promotion, termination, inter-departmental
transfers, retirement and training.
6. For every part of the plan, allowances should be made for lead time;
otherwise the result will be adversely affected.
7. Finally, the paramount consideration should be to make the plan an
integral part of the corporate plan it has to mesh with plans in other
functional areas.
Purposes of manpower planning, the main dimensions to be taken
into consideration
1. The total number of personnel available, this could be obtained
from the pay-rolls and other personnel records, such as the
applications for employment.
2. The job-family-i.e., a detailed job-description for each position such
as stenographers who may belong to various departments e.g.,
finances marketing, personnel, public relations, general
administration, etc.
3. Age distribution of the employees, available in the present
departments, says in the age-groups 20-29 years; 30-45 years; 46
years and above.
4. Qualification and experience desired, such as a person with 5 years
10 years experience in a particular branch/job; and whether under-
graduate, post-graduate, or MBAs or graduates in Science,
Commerce, Arts, engineering, or professional diploma holders, etc;
or with specialized knowledge in the field of marketing, finance,
computer programming or engineering work.
5. The salary range, etc.
Job Analysis

• Develops organization structure and identifies jobs to be

staffed
• Focuses on assessing "what employees are doing" compared
to manpower inventory which focuses on "what employees
can do"
• Provides specific details about job tasks, duties, and skills
utilized
Job: A job may be defined as a "collection or aggregation of
tasks, duties and responsibilities which as a whole, is regarded as
a regular assignment to individual employees," and which is
different from other assignments.
Job Analysis: It is a procedure, by which pertinent information is
obtained about a job, i.e., it is a detailed and systematic study of
information relating to the operations and responsibilities of a
specific job. Job analysis can be defined as the process of
determining, by observation and study, and reporting pertinent
information relating to the nature of a specific job. Involves
determining tasks, skills, knowledge, abilities, and
responsibilities required for successful job performance.
Job Description: It is a written record of the duties,
responsibilities and requirements of a particular job. It is
concerned with the job itself and not with the work. It is a
statement describing the job in such terms as its title, location,
duties, working conditions and hazards.
It tells us "what is to be done" and 'how it is to be done" and
'why'. It is a standard of function, in that it defines the
appropriate and authorized contents of a job.
Job Specification: It is a standard of personnel and designates
the qualities required for an acceptable performance. It is a
written record of the requirements sought in an individual
worker for a given job. In other words, it refers to a summary of
the personal characteristics required for a job. It is a statement
of the minimum acceptable human qualities necessary for the
proper performance of a job.
Job Design: It is the division of the total task to be performed
into the manageable and efficient units, positions, departments
and divisions and to provide for their proper integration.
Developing a Human Resource Plan

• The HR manager should have a thorough knowledge of the

labor market.
• Which particular source in the labor market will be tapped will
depend upon the policy of the organization,
• the position of labor supply, the arrangements with labor
unions, and Government regulations.
• However, it is always safe for the HR manager to be in close
liaison with these different sources and use them as and when
the need arises.
Job Analysis (JA):

After a job has been defined, it is analyzed, i.e., each task is

described in detail.
JA is a procedure and a tool for determining the specified tasks,
operations and requirements of each job.
It is the process of getting information about jobs: specially, what
the worker does; how he gets it done; why he does it; skill,
education and training required; relationship to other jobs;
physical demands; environmental conditions.
Purpose and Uses of Job Analysis
• A comprehensive JA program is an essential ingredient of
sound HR management.
• It is the major input to forecasting future human resource
requirements, job modifications, job evaluation,
determination of proper compensation, and the writing of job
descriptions.
• It is of fundamental importance to manpower management
programs because of the wider applicability of its results. The
information provided by JA is useful, if not essential, in almost
every phase of employee relations.
(i) Organization and Manpower Planning: It is helpful in
organizational planning, for it defines labor needs in concrete
terms and coordinates the activities of the work force, and
clearly divides duties and responsibilities.
(ii) Recruitment, Selection: By indicating the specific requirements of each job
(i. e., the skills and knowledge) it provides a realistic basis for the hiring,
training, placement, transfer and promotion of personnel. "Basically, the goal is
to match the job requirements with a worker's aptitude, abilities and interests.
It also helps in charting the channels of promotion and in showing lateral lines
of transfer."
(iii) Wage and Salary Administration: By indicating the qualifications required
for doing a specified job and the risks and hazards involved in its performance,
it helps in salary and wage administration. Job analysis is used as a foundation
for job evaluation.
(iv) Employee Training and Management Development: Job analysis provides
the necessary information to the management of training and development
programs. It helps it to determine the content and subject matter of in-training
courses. It also helps in checking application information, interviewing,
weighing test results, and in checking references
(v) Performance Appraisal: It helps in establishing clear-cut standards which
may be compared with the actual contribution of each individual.
(vi) Health and Safety: It provides an opportunity for identifying hazardous
conditions and unhealthy environmental factors so that corrective measures
may be taken to minimize and avoid the possibility of accidents.
Job Analysis (IN PROJECTS)

Job analysis in project management is a systematic process of

gathering, documenting, and analyzing information about a
specific project management role to understand the tasks,
responsibilities, skills, and competencies required for successful
performance.
This analysis is essential for various HR activities such as
recruitment, selection, training, performance appraisal, and
career development.
The Steps in Job Analysis
Step 1: Collection of Background Information.
Step 2: Selection of Representative Position to be Analyzed
Step 3: Collection of Job Analysis Data
Step 4: Developing A Job Description
Step 5: Developing Job Specification
Techniques of Job Analysis Data
The determination of job tasks, the concomitant skills and
abilities necessary for successful performance, and the
responsibilities inherent in the job can be obtained through such
methods or approaches as the following:
(i) Personal observation;
(ii) Sending out questionnaires;
(iii) Maintenance of log records; and
(iv) Conducting personal interviews
Job Description (JD)
• Job description" is an important document which is basically
descriptive in nature and contains a statement of job analysis.
• It provides both organizational information (location in
structure, authority, etc) and functional information (What
the work is).
• It defines the scope of job activities, major responsibilities,
and positioning of the job in the organization.
• It provides the worker, analyst, and supervisor with a clear
idea of what the work must do to meet the demands of the
job.
Uses of Job Description
• Job description has several uses, such as: Preliminary drafts
can be used as a basis for productive group discussion,
particularly if the process starts at the executive level.
• It aids in the development of job specifications, which are
useful in planning recruitment, in training and in hiring people
with required skills.
• It can be used to orient new employees toward basic
responsibilities and duties.
• It is a basic document used in developing performance
standards.
• It can be used for job evaluation, a wage and salary
administration technique.
Job Specifications

The job specification takes the job description and answers the
question. "What human traits and experience are needed to do the
job well?"
It tells what kind of person to recruit and for what abilities that
person should be tested. Job specifications translate the job
description into terms of the human qualifications which are
required for a successful performance of a job.
They are intended to serve as a guide in hiring and job evaluation.
These specifications relate to:
Physical characteristics, which include health, strength,
endurance, age-range, body size, height, weight, vision, voice,
poise, eye, hand and foot co-ordination, motor co-ordination,
and color discrimination.
Psychological characteristics or special aptitudes which include
such qualities as manual dexterity, mechanical aptitude,
ingenuity, judgment, resourcefulness, analytical ability, mental
concentration and alertness.
Personal characteristics or traits of temperament, such as
personal appearance, good and pleasing manners, emotional
stability, aggressiveness or submissiveness, extroversion or
introversion, leadership, cooperativeness, initiative and drive,
skill in dealing with others, unusual sensory qualities of sight,
smell, hearing, adaptability, conversational ability, etc.
Benefits

Human Resource Planning is a highly important and useful activity. If used

properly, it offers a number of benefits.
• Reservoir of talent: The organization can have a reservoir of talent at
any point of time. People with requisite skills are readily available to
carry out the assigned tasks.
• Preparing people for future: People can be trained, motivated and
developed in advance and this helps in meeting future needs for high
quality employees quite easily.
• Expand or contract: If the organization wants to expand its scale of
operations, it can go ahead easily. Advance planning ensures a
continuous supply of people with requisite skills who can handle
challenging jobs easily.
• Cut costs: Planning facilitates the preparation of an appropriate HR
budget for each department or division.
• Succession planning: Human Resource Planning, as pointed out
previously, prepares people for future challenges. The 'stars' can be
picked up and kept ready for further promotions whenever they arise.
Challenges
External challenges: These challenges arise from three important
sources:
Economic developments: Liberalization, opening up of banking sector,
capital market reforms, the on-line trading systems have created huge
demand for finance
Political, legal, social and technical changes: The demand for certain
categories of employees and skills is also influenced by changes in
political, legal and social structure in an economy.
Competition: Companies operating in fields where a large number of
players are bent upon cutting each other's throat (with a view to
enhance their market shares) often reduce their workforce.
Organizational decisions: The organization’s strategic plan, sales and
production forecast, new ventures must all be taken into account in
employment planning.
Workforce factors: Demand is modified by retirements, terminations,
resignations, deaths leaves of absence. Past experience, however, makes the
rate of occurrence of these actions by employers fairly predictable.
Workforce analysis: The average loss of manpower due to leave,
retirement, death, transfers discharge, etc., during the last 5 years may be
taken into account. The rate of absenteeism and labor turnover should also
be taken into account. The nature of competition say from foreign banks,
other non-banking financial institutions may also be considered here to find
out requirements in a year
Transfers Out
 Retirement
 VRS Scheme (Golden handshake)
 Discharge or Dismissal
 Terminations
 Resignations
 Retrenchment
 Job Hopping
 Attractions in Other Banks, etc
H O W M A N PO W ER PL A N N IN G W ORKS
There have been two basic approaches that have been taken in
developing manpower planning systems for highway
construction organizations. One is the project approach and the
other is the program approach.
1. The project approach : The project approach is designed as
an operational tool and dictates to the project sites how they
are to staff individual projects in the field.
2. The program approach is designed as a planning tool and
assigns total manpower resources to the sites for their
assignment to individual projects.
The program approach can also meets the objectives for a
manpower planning program which are to :
(1) Accomplish quality construction with minimum supervision
(2) Provide the means for simple and accurate forecasting of
construction supervision manpower requirements;
(3) Balance construction manpower allocation to projected
program workloads in each district; and
(4) Monitor the allocation and use of personnel during program
implementation.
Factors Affecting Manpower Planning:
Manpower planning exercise is not an easy because it is imposed by
various factors such as:
1. It suffers from inaccuracy because it is very difficult to forecast long-
range requirements of personnel.
2. Manpower planning depends basically on organization planning.
Overall planning is itself is a difficult task because of changes in
economic conditions, which make long term manpower planning
difficult.
3. It is difficult to forecast about the personnel with the organization at
a future date. While vacancies caused by retirements can be
predicted accurately other factors like resignation, deaths are difficult
to forecast.
4. Lack of top management support also frustrates those in charge of
manpower planning because in the absence of top management
support, the system does not work properly.
5. The problem of forecast becomes more occur in the context of key
personnel because their replacement cannot be arranged in short