A Study of Manpower Planning

Introduction

It is very natural that, the continual positive development of any

business owe to its effective planning. Making all the necessary
preparations and appropriate arrangements proactively basing
upon what is expected to happen in future and performing a
series of tasks and activities accordingly in an organized,
systematic and capable way is one of the important functions of
management, which needs effective planning process. It is
through the process of proper planning as well as designing an
effective organizational structure by assigning an assortment of
responsibilities to the concerned employees, business
organizations may accomplish their set of objectives. The
concept of the right person should be placed at the right place
and at the right time is essentially important to a business as it
includes a wide and comprehensive range of activities in relation
to "the management of man". Manpower power planning focuses
on the effective utilization of existing human elements as well as
fulfilling future needs of manpower in the organizations
whenever the situations necessitate. Man power planning is "the
process of determining manpower needs and the means and ways
to meet those needs in order to carry out the integrated plan of
the organization." It is very much indispensable for any

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organization to perform the activities efficiently and to produce

desired results.

It is very well apparent that the organizational development as

well as the success of the business significantly rest upon highly
competent people that a business organization possess. Man
power planning is one of the key functions of human resource
management that strive to manage and maintain the good will of
a business while giving due importance to the human element
than that of material elements . It endeavours to add to the
organizational development and success of the business with due
recognition of knowledge, skills, competence, experiences,
expertise and talent of the employees. It is concerned with
effective recruitment and selection process in such a way that the
future manpower need can be met as and when needed by the
organisation. Manpower planning is of great significance for
various reasons necessitating the process. At the same time, it
contributes significantly to the achievement of organizational
objectives by avoiding overstaffing and understaffing. However,
it is a well accepted fact that although the notion of Human
Resource Planning is well established in the HRM vocabulary, it
does not seem to be established as key HR activity.

Man power planning need is continuously driven by many of the

factors in the organizations. It is essential when turnover of
labour is to be determined and the situations become inevitable.
There are times when the situations give rise to replace older
employees, disabled personnel and people whose medical
conditions cause disturbances to usual functioning of the
organisation. While executing effectively, man power planning
process entails analysing the requirements of present and future
vacancies. These situations take place when some employees
take retirements, when they are transferred or they are promoted
to higher positions. Similarly, it also deals with the situations that

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arise at the time that employees avail their leaves or in case of

their absences. In order that the tasks being assigned may be
carried out in a way as it has been planned or intended, business
organizations need personnel possessing necessary
qualifications and experience which can be accomplished
through man power planning with all intents and purposes.
Manpower planning is of great importance to identify the surplus
as well as the shortages of the employees so as to move the man
power from one area or activity to another in case of the former,
whereas latter indicates providing required personnel.

Some of the important tasks concerning the process of

manpower planning are man power demand, supply and
manpower audit. Manpower demand involves analyzing total
man power requirements and planning accordingly. Then, there
is a need of man power supply which is done in both ways,
internally and externally. It is needed internally when the
employees are transferred or promoted, while the need of
external supply arises from the requirement of new workers
when a business goes for expansion or there is change in
technology or adopts new methods of production. In addition,
the process entails man power audit which is carried out through
"Skills inventory". It encompasses detailed information about
each employee. It is through skills inventory, the overall value
of an employee to the organization is determined.

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Meanings & Definitions

Manpower planning may, be defined as, “the replacement

planning which analyse labour turnover, recruitment policy,
promotion, development and maintenance of employee
programmes and assess the future needs of the organization
so that sufficient number of persons may be procured well in
time.”

Manpower planning is “the process by which management

determines how the organization should move from its current
manpower position to its desired manpower position.”

“Manpower, the labour force is not only an active, deep linking

and essential factor of production, but it activates their factors of
productions.”

“Manpower planning is a dual process, which identifies the

manpower requirement, in future and develops, its manpower
resources accordingly.

According to M.N. Rudrobasavraj, “Manpower planning may be

defined as a strategy for acquisition, utilisation, improvement
and presentation of an enterprise human resources.”

Edwin B. Geisler defined as, “Manpower planning is the process,

including forecasting, developing, and controlling by which a
firm ensures that it has the right number of people and the right
kind of people at the right places at the right me, doing work for
which they are economically most useful.”

Coleman Bruce P defined as, “Man power planning is the

process of determining manpower requirements and the
leans for meeting these requirements in order to carry out
the integrated plans of the organization.”

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 A Study of Manpower Planning

Edwin B. Flippo defined Manpower planning as, “the planning,

organizing, directing and controlling of the procurement,
development, compensation, integration and maintenance of
people for the purpose of contributing to organizational,
individual and social goals.”

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Manpower Planning Process

1. Analysing Organizational Objectives:

The objective to be achieved in future in various fields such as
production, marketing, finance, expansion and sales gives the
idea about the work to be done in the organization.

2. Inventory of Present Human Resources:

From the updated human resource information storage system,
the current number of employees, their capacity, performance
and potential can be analysed. To fill the various job
requirements, the internal sources (i.e., employees from within
the organization) and external sources (i.e., candidates from
various placement agencies) can be estimated.

3. Forecasting Demand and Supply of Human Resource:

The human resources required at different positions according to
their job profile are to be estimated. The available internal and
external sources to fulfill those requirements are also measured.
There should be proper matching of job description and job
specification of one particular work, and the profile of the person
should be suitable to it.

4. Estimating Manpower Gaps:

Comparison of human resource demand and human resource
supply will provide with the surplus or deficit of human
resource. Deficit represents the number of people to be
employed, whereas surplus represents termination. Extensive
use of proper training and development programme can be done
to upgrade the skills of employees.

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5. Formulating the Human Resource Action Plan:

The human resource plan depends on whether there is deficit or
surplus in the organization. Accordingly, the plan may be
finalized either for new recruitment, training, interdepartmental
transfer in case of deficit of termination, or voluntary retirement
schemes and redeployment in case of surplus.

6. Monitoring, Control and Feedback:

It mainly involves implementation of the human resource action
plan. Human resources are allocated according to the
requirements, and inventories are updated over a period. The
plan is monitored strictly to identify the deficiencies and remove
it. Comparison between the human resource plan and its actual
implementation is done to ensure the appropriate action and the
availability of the required number of employees for various
jobs.

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Objectives of Manpower Planning

The objectives of manpower planning are given below:

1. Optimum Productivity:
Skilled and qualified workers are recruited or they become so
through the training programme provided by the organization,
through the manpower planning. Hence, an organization can
achieve the effective optimum utilization of human potential,
which will result in optimum productivity and thereby, the
production is carried out on uninterrupted.
2. Reduction in Labour cost:
Effective use of manpower, and optimum productivity will
reduce the wastage. It will reduce the labour cost.
3. Effective Recruitment and Selection:
Right person can be placed at the right job and at right time
through manpower planning. Because future need can be
predicted by manpower planning. Therefore, effective
recruitment and selection can be achieved so that no need to
spend much amount on the training and labour turnover can be
reduced.
4. Group Satisfaction:
By establishing mutually satisfying work relationship between
all the members of the organization, group satisfaction and team
spirit can be achieved.

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Principles of Manpower Planning

1. Business Activity:
Every business activity—sales, purchases, production etc. needs
men to direct and perform it. A business is no better than the
people it has. The success of a business depends upon the
capacity, ability, integrity, motivation and enthusiasm of the
group of employees in it.

2. Participative Management:
Worker must be recognized by the owners as partners in the
business because both of them have a common interest. Workers
must be encouraged to participate in the formation and
development of all plans and programmes of the business.

3. Opportunities for Growth:

A good business must provide reasonable opportunities for
growth to each of its employee. Individual differences must be
recognized. Decisions regarding the nature of action be based
upon the understanding of the individuals comprising the group.

4. Social Justice:
The management must consider the expectations and aspirations
of the employees. There must be some system of public
recognition and appreciation of meritorious work.

5. Co-Operation with Trade Unions:

The management must seek the co-operation of trade unions. It
must try to avoid the likely points of conflicts with the trade
unions.

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Importance of Manpower Planning

Manpower planning is an important process in any organization.

It is all about determining the requirements and the way to
achieve them. In this article we will discuss about the
significance of manpower planning.
There is no denying the fact that the continual positive
development of a business is owing to its effective
planning. Making preparations and arrangements on the
basis of what is expected to happen and performing tasks in
an organized and capable way is one of the important roles
of management in that it involves effective planning
process. It is through the process of planning as well as
designing the organizational structure by assigning an
assortment of responsibilities to the employees that
business organizations may accomplish their set objectives.
The concept that the right person should be employed at the
right place and at the right time is vitally important to a
business as it includes a wide and comprehensive range of
activities in relation to "the management of man" while it
entails man power planning, at the same time, being focused
on the effective utilization of existing human element as

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 A Study of Manpower Planning

well as fulfilling future needs of manpower in the

organizations whenever the situations necessitate. Man
power planning is "the process of determining manpower
requirements and the means for meeting those requirements
in order to carry out the integrated plan of the organization."
Man power planning is indispensable for an organization to
perform the activities efficiently as well as in a way that
produces desired results.
It should be apparent that the organizational development
as well as the success of the business is on account of highly
competent people that a business organization keeps. Man
power planning is one of the key functions of human
resource management that manages to maintain the good
will of a business while giving duly importance to the 'M'
(for Men or human element) than that no other 'M'
(Machine, Material or Money) is more valuable.

These are some of the factors which would help us

understand the importance of Manpower Planning.

1. Future Manpower Needs

Manpower Planning ensures that people are available to provide
the continued smooth operation of an organization. It means,
Manpower Planning is regarded as a tool to assure the future
availability of manpower to carry on the organizational
activities. It determines the future needs of manpower in terms
of number and kind.

2. Coping with Change

Manpower Planning is important to cope with the change
associated with the external environmental factors. It helps
assess the current human resources through HR inventory and

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adapts it to changing technological, political, socio-cultural, and

economic forces.

3. Recruitment of Talented Personnel

Another purpose of HR planning is to recruit and select the most
capable personnel to fill job vacancies .It determines human
resource needs, assesses the available HR inventory level and
finally recruit the personnel needed to perform the job.

4. Development of Human Resources

Manpower Planning identifies the skill requirements for various
levels of jobs. Then it organizes various training and
development campaigns to impart the required skill and ability
in employees to perform the task efficiently and effectively.

5. Proper Utilization of Human Resources

Manpower Planning measures that the organization acquires and
utilizes the manpower effectively to achieve objectives.
Manpower Planning helps in assessing and recruiting skilled
human resource. It focuses on the optimum utilization of human
resource to minimize the overall cost of production.

6. Uncertainty Reduction
This is associated with reducing the impact of uncertainty which
are brought by uncertain changes in processes and procedures of
human resource management in the organization.

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Factors Affecting Manpower Planning

The following are the factors affecting manpower planning

which constitute the basis of manpower planning:

1. Exciting Stock of Manpower:

This is the first basis of manpower planning and it is the starting
point of all planning processes. By studying the position of total
stock of manpower, by dividing it into groups on the basis of
function, occupation, level of skill or qualification, we can
analyse the existing stock of manpower.

2. Wastage:
The second basis of manpower planning is wastage. For a good
planning, appropriate adjustment in the existing stock of
manpower should be made for the possible wastage of
manpower caused by any foreseeable changes in the
organization. Labour turnover rate, labour stability rate and the
period of active management can be studied to analyse the
wastage of manpower. All these factors should be taken into
consideration to make necessary adjustments in the requirement
of personnel to plan the manpower.

3. Future Manpower Requirement:

We can easily measure the future requirements of manpower,
after assessing the existing stock of manpower and analysing the
several factors of wastage.

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To analyse the future manpower requirements, the following

factors should be considered:

Future plans of the company:

a. Government plans and programmes.

b. Employment policy.

c. Demand and supply.

d. Manpower in future.

e. Labour productivity.

f. Other factors of production and replacement needs

Future manpower requirements:

a. Direct and indirect labour cost

b. Administrative cost

c. Overtime allowance is payable to worker.

d. Maintenance and repair charge.

e. Wages can be paid according to time rate or price rate system.

f. Worker’s requirement during peak and sluggish period.

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4. Future Withdrawal of Workers:Effective manpower

requires that the human resource manager should take into
consideration decrease in the working force in future due to
retirement demotion.

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MANPOWER PLANNING IN TATA

CONSULTANCY SERVICES

About the Company: Tata Consultancy Services Limited

(TCS). Tata Consultancy Services Limited (TCS): is a software
services consulting company, one of the largest provider of
information technology and business process outsourcing
services in Asia.

Tata Consultancy Services Limited (TCS) is a flagship

subsidiary of one of India’s largest and oldest conglomerate
company, the Tata Group, which has interests in areas such as
energy, telecommunications, financial services, manufacturing,
chemicals, engineering, materials, government and healthcare.

Analysis of business factors in Tata Consultancy Services

Limited (TCS)

The major factors that are taken into account while planning
the human resource planning are:

1. Schedule of available resources

2. Skills of available resources

Some of the minor factors:

1. Personality conflicts among the employees

2. Attendance History of the employees

3. Team player

4. Willingness to work on given project

Additional major factors:

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1. Production forecasting

2. Economic conditions which may cause the company to lay-off

or cut-back, or increase their workforce.

Issues in Tata Consultancy Services Limited (TCS)

The compensation management practices of Tata Consultancy

Services Limited (TCS) have taken as the major issues here.
Their compensation management system was based on the
Economic Value Added (EVA) model. By implementing this
model in to the business, the salary of employees comprised of
two parts of fixed and variable. The fixed salary will reach
employees without any delay, but the variable part of the salary
was arrived only after considering business unit EVA, Corporate
EVA and also individual performance EVA. Based on this
calculation, the employees can earn their salary. In the last
quarter of the financial year 2007-2008, Tata Consultancy
Services Limited (TCS) has announced that it is in the critical
situation, so as it has planned to slash 1.5% of the variable
component of employees’ salaries since its EVA targets were not
met by the third quarter of the financial year. This announcement
is not only for Tata Consultancy Services Limited (TCS)
employees but also to the entire Indian IT industry.

Assessment of Human Resource Requirements in Tata

Consultancy Services Limited (TCS)

The Company viewed their employees as their assets, so they

have more concentrated on the efficient utilization of those
assets. Tata Consultancy Services Limited (TCS) had drawn
criticism for its compensation structure. In view of the
employees, the salaries were not on a par with industry
standards. It has started to loss its employees as not in the
situation to follow the Employee Stock Options (ESOP), which

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is being followed by its competitors. ESOP is one of the

emerging tools to retain the employees with the Tata
Consultancy Services Limited for a long time.

In this situation, the management was collapsed with the current

policies, and it tends to modify the strategies as per their norms
in order to meet employees’ requirements as well as the targets
setted by the company.

To overcome the problem occurred, it is suggested by the Tata

Consultancy Services Limited (TCS) senior management to
constantly keep the employees’ track of the vast intellectual
assets, their skill sets, the status of projects on which they were
working. Then, they have started to assess the required number
of people available to be placed in the other new projects.

Developing human resource plan in Tata Consultancy

Services Limited (TCS)

The human resource plan can include the assigned skill sets of
the resources for a project and the degree in which they will be
used. The plan should incorporate with the resources, the time
and degree of usage, task or areas of applied resources.

The following model relies on gap analysis and which links the
human resource planning to overall business planning.

Workforce Analysis in Tata Consultancy Services Limited

(TCS)
It is the process of analyzing and understanding the workforce
and planning for projected shortages and surpluses in specific
occupations and skill sets.

In Tata Consultancy Services Limited (TCS), workforce analysis

should be made based on their projects. So that only they can

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realize the needs to assess the further requirements or

improvements what is to be made to the current plan.

Internal Scan in Tata Consultancy Services Limited (TCS)

What are the factors which affecting the Tata Consultancy
Services Limited internally, that is to be identified. Then the
required steps can be taken to create a solution and to enhance
the HR capacity in order to meeting the Tata Consultancy
Services Limited goals.

The internal factors may be as: work environment, quality of

work life, relationship with their peers/subordinates, etc., In Tata
Consultancy Services Limited (TCS), internal factor which
affecting HR capacity might be their compensation structure.
Definitely, it will lead to create a problem while attaining the
goals. So that, the grievances must be monitored by the
management and also they should take preventive measures.

External Scan in Tata Consultancy Services Limited (TCS)

External scan means all environmental factors in which affecting
the workforce capacity, HR priorities and emerging issues.

Gap Analysis in Tata Consultancy Services Limited (TCS)

After scanning the external factors, gap analysis can be made. It
may consider the current and future HR needs.

Priority Setting and Work Plan in Tata Consultancy

Services Limited (TCS)
Based on Tata Consultancy Services Limited (TCS)’s priorities,
environmental scan, and HR performance related data: major
human resource priorities, strategies to achieve the desired
outcome.

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Monitoring, Evaluating and Reporting in Tata Consultancy

Services Limited (TCS)
The human resource plan ends up with monitoring and
evaluating the workforce capacity and then reporting the results
of the performance to measure performance, set targets, and
finally the results can be integrated together to make decisions
and to determine the future priorities.

Evaluation of Human Resource Plan in Tata Consultancy

Services Limited (TCS)
The above developed human resource plan can be implemented
by Tata Consultancy Services Limited (TCS) to overcome the
above said problem. There are few things that apply to most
human resources planning functions, and are important in
making the process effective, or even to make it part of creating
a competitive advantage in the marketplace.

Human resource planning needs to be linked with the larger

business planning or strategic planning process. It is not an end
up process.

The function is mean to support and enable the company to attain

its business goals, so as such it needs to be linked to and driven
by those business or strategic goals.

HR planning is lead by the HR department and it should

remember the whole process is to serve stakeholders and
“customers” of the HR department.

It can’t be effective without an understanding of the company or

Tata Consultancy Services Limited, its managers and
employees, its mission and issues, etc and the environment in
which it works.

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Purpose of HRM policies in Tata Consultancy Services

Limited (TCS)

Human Resource Management policies are the tool for

communicating a company’s basic management philosophies,
commitment to fair employment practices and equal
opportunity, and the expectations of employees.

HR Manuals are primarily used to provide HR personnel with a

systematic approach for handling human resources related
activities to ensure company policies are enforced. It is designed
to define policies and procedures that support basic management
philosophies, outline company rules and requirements, clarify
the company’s expectations of its employees, and describe lines
of authority and levels of responsibility.

The HR manual provides a means for formalized, systematic

documentation and communication of those policies and
practices established by the company.

HR policies ensure that everyone in the Company/Tata

Consultancy Services Limited is treated fairly and consistently
and that their contributions to the success of the Company are
appropriately recognized and rewarded. All employees shall be
fully aware of what the Company expects of them and what they,
in return, should expect from the Company. HR Policies
summarize the Company’s responsibility to individuals and their
responsibility to the Company.

Impact of Regulatory Requirements on HR Policies

Every country has its own regulations, laws and regulatory
bodies or agencies governing the manufacturing, sales,
marketing and distribution of products within the country. Also,
every employee of the Company shall, in his business conduct,

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comply with all applicable laws and regulations, both in letter

and in spirit, in all the territories in which he operates.

The impact of regulations on policies of firms especially those

who are technology-based limits the venture capital funding for
these firms and affect what they can or intend to do and
eventually limiting their capabilities to employ new hands
thereby affecting the socio-economic fibre of the society

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MAN POWER PLANNING IN RETAIL SECTOR:

AN EMPIRICAL EVALUATION

ABSTRACT: The study was conducted in super markets,

Chennai to find the effectiveness of human resource planning in
retail sector. The study intends to see the human resource
planning in different levels and how these boost the functioning
of the store with a right enthusiasm. The study on effectiveness
of human resource planning gives the management an indication
of the level of satisfaction among the employees regarding the
general working condition and the training that are provided by
the organization. This helps the management to know where they
are lacking manpower planning and can helps to train the
employees to achieve the organizational objectives. The main
objective of the study is to study the effectiveness of human
resource planning and Training Requirements in retail sector
with special reference to more supermarkets in Chennai. In this
study all the discussions are evolved around labor Manpower
Planning and Training Requirements of super markets in
Chennai. The details of retail sectors such as objectives,
functions and manpower planning and training methods are
stated in this report. The data collected was analyzed using
Simple Percentage method, weighted average method, f-test
method, correlation and chi-square method and suggestions have
been made for the effective growth of the organization.

INTRODUCTION: Manpower planning /HRP means deciding

the number and type of the human resource required for each job,
unit and the total company for a particular future date in order to
carry-out organizational activities. Personnel management is
productive exploitation of manpower resources. This is also
termed as ‘Manpower Management'. Manpower Management is
choosing the proper type of people as and when required. It also

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takes into account the upgrading in existing people. Manpower

Management starts with manpower planning. Manpower
planning/HRP involves two main concepts that is analyzing the
current human resource and forecast the manpower. Manpower
planning ensures optimum use of available human resources.
Manpower planning offsets uncertainties and changes to the
maximum extent possible and enables the organization to have
right men at the right place and in right time. It provides scope
for advancement and development of employees through
training, development. It helps to anticipate the cost of salary,
benefits and all the cost of human resources, facilitating the
formulation of budgets in an organization. Manpower
planning/HRP includes the following factors:  Determining the
numbers to be employed  Retaining the highly skilled staff 
Managing effective downsizing program  Where will the next
generation of managers come from By considering all the above
factors a company can frame an accurate manpower planning
procedure and can provide effective training programs for their
unskilled and semiskilled employees. In this study we are going
through a famous retail outlet to study the effectiveness of
manpower planning and training programs and the problems that
are facing by the employees in the company and where the
company need improvements. About Retail sector: The retail
sector in India gathered a new momentum with the establishment
of different international brand outlets, hyper or super markets,
shopping malls and departmental stores. The organized retail
segment in India is projected to be 9 per cent of total retail market
by 2015 and 20 percent by 2020. Hypermarkets would be the
largest retail segment, accounting for 21 percent of the total retail
space by 2013-2014.India has one of the largest numbers of retail
outlets in the world. The retail sector is experiencing exponential
growth, with retail development taking place not just in major
cities, but also in Tier-II and Tier-III cities. India's growing

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population and urbanization provides a huge market for

organized retail. Growing economic prosperity and
transformation in consumption pattern drives retail demand.
India ranks fourth among the 30 countries that were surveyed in
Global Retail Development Index and ranked sixth in the 2011
Global Apparel Index. The retail sector has been at the helm of
India’s growth story. The sector has evolved dramatically from
traditional village fairs, street hawkers to resplendent malls and
plush outlets, growing from strength to strength. According to
the Indian Council for Research on International Economic
Relations (ICRIER), India is the seventh-largest retail market in
the world, and is expected to grow at a CAGR of over 13% till
FY12. In FY07 retail sales reached Rs 13,300 bn and amounting
to around 33% of India’s GDP at current market prices1.
According to the Central Statistical Organization (CSO)
estimates, the total domestic trade (both retail and wholesale)
constituted 13.0% of country’s GDP in 1999- 2000, which has
gone up to 15.1% in FY07. During the last few years, the Indian
retail market has seen considerable growth in the organized
segment. Major domestic players have entered the retail arena
and have ambitious plans to expand in the future years across
verticals, formats, and cities. For example, companies like
Reliance, Tata, Bharti, Adani Enterprise, have been investing
considerably in the booming Indian retail sector. Besides, a
number of transnational corporations have also set up retail
chains in collaboration with big Indian companies. The Indian
retail sector is highly fragmented and the unorganized sector has
around 13 million retail outlets that account for around 95-96%
of the total Indian retail industry. However, going forward, the
organized sector’s growth potential will increase due to
globalization, high economic growth, and changing lifestyle.
Moreover, high consumer spending over the years by the young
population (more than 31% of the country is below 14 years) and
sharp rise in disposable income are driving the Indian organized

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retail sector’s growth. Even small towns and cities are witnessing
a major shift in consumer lifestyle and preferences, and have
thus emerged as attractive markets for retailers to expand their
presence. Although the growth potential in the sector is
immense, it is not without challenges that could slow the pace of
growth for new entrants. Rigid regulations, real estate costs, high
personnel costs, lack of basic infrastructure, shrinkage, and
highly competitive domestic retailer groups are some such
challenges. Additionally, resource constraints at shopping mall
projects are also delaying completion and disrupting many
retailers’ entry strategies. Major retail segments covered under
the study: Few fashion and accessories retailers Pantaloons: The
first Pantaloon store was opened at Gariahat in 1997 in 8,000-
square-feet area. Over the years, the store has undergone several
transitions. When it was launched, the store mostly sold external
brands. Gradually, it started retailing an eclectic mix of external
brands as well as private labels. Initially, it positioned itself as a
family store targeted across age and gender groups but later it
shifted its focus towards being a fashion store and gave more
emphasis on the youth. As on Dec 2008, Pantaloons had around
44 stores spread across major cities in India. Shoppers Stop:
Shoppers Stop is one of the largest retailers in India. It primarily
caters to the lifestyle segment and offers customers both
domestic and international brands. The store recently revamped
its branding by introducing a new symbol. Shoppers Stop has
lifestyle retailing as its core housing brand across categories like
apparels and accessories. The store operated at 26 locations in
12 cities as on Dec 2008. Reliance Retail: Reliance Retail Ltd, a
subsidiary of Reliance Industries Ltd, has an aggressive plan to
expand its retail network across India. It entered the food and
grocery segment in November 2006 through its convenience
store format Reliance Fresh. The store offers a range of fruits,
vegetables, personal care, home care and kitchen utensils. It
focuses on building a strong relationship with the agri-business

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value chain and sources directly from wholesalers

OBJECTIVES OF THE STUDY:  To analyze the effectiveness
of human resource planning in Retail sectors.  To ensure
optimum use of human resources currently employed in retail
outlets.  To assess or forecast future skill requirements of
Human Resources in retail sector.  To provide control
measures to ensure that necessary resources are available as and
when required.  To obtain and retain the quantity and quality
of human resources it needs in retail sectors. SCOPE OF THE
STUDY In this study we cover three retail industries in Chennai
city namely shoppers shop, Pantaloons and Reliance Retail. The
study analyzes an effectiveness of HRP and makes sure that
whether the retail sectors have sufficient human resources. The
study mainly covered the focus group opinion that is
generalizing the opinion of a relatively small number of
respondents.

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 A Study of Manpower Planning

Summary
Manpower Planning is the first step of setting up an organisation,
be it of any kind. There are various factors that are need to be
considered while doing Manpower Planning. I conducted a
survey to get a better understanding about how Manpower
Planning is done in various organisations. I collected
information about five different companies. Those are Firmwise
Services India Pvt Ltd, Renaissance India Pvt Ltd, Lalamove
India, Global Pricing Innovations & ThinkPhi. The HRs of these
companies had different perceptions about the factors that need
to be considered while doing Manpower Planning and the factors
that affect the Manpower Planning of their company. 40% of
them feel that Manpower Planning is done only for the
Recruitment & Selection of the right candidates whereas the
other 40% think otherwise. On an average, each company takes
approximately 40 days to close their vacant positions. 60% of the
people believe that the candidates who don’t join the
organisation after getting the offer from them, largely affect the
Manpower Planning of their organisation while 40% think
otherwise. The factors affecting the Manpower Planning are
found to be as the cost involved, the availability of the skills,
training & development, changes in HR policies, the type of their
organisation and lastly, the right role competencies. While 80%
of the people prefer an internal recruitment team, 20% rely on
the placement agencies & consultancies. 60% of the people
strongly agree to the fact that internal recruitment teams are more
efficient as compared to the consultancies & placement agencies
whereas other 20% just simply agreed to it and the remaining
20% remained neutral about it. 80% of the people still prefer to
have a centralised organisation where only one department had
all the control, whereas only 20% prefer to have a decentralised
organisation where the authorities & responsibilities are
delegated to the subordinates. The hierarchical organisational

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 A Study of Manpower Planning

structure is still preferred by 60% of the companies and only

40% of them prefer a flat line structure where there is more
empowerment at work and ensures greater level of
communication unlike the hierarchical organisational structure
which leads to communication gaps and delay in decision
making.

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