Hi, Friends could anyone please help me with the linkage between PMS and manpower planning.
From India, Thana
From India, Thana
Hi,
Man Power Planning is Planning for the requirements of personnel in an organisation for the near future based on the vacancies that may arise due to retirements, resignations, deaths etc,
where as performance management is about assessing and managing the performance of employees at work
Regards,
Uma
From India, Madras
Man Power Planning is Planning for the requirements of personnel in an organisation for the near future based on the vacancies that may arise due to retirements, resignations, deaths etc,
where as performance management is about assessing and managing the performance of employees at work
Regards,
Uma
From India, Madras
MANPOWER PLANNING AND ''PMS''
MANPOWER PLANNING
The penalities for not being correctly staffed are costly.
Understaffing loses the businesses economies of scale and
specialization, sales, customers and profits.
Overstaffing is wasteful and expensive, if sustained, and it
is costly to eliminate because of modern legislation in respect of
redundancy payments, consultation, minimum periods of notice, etc.
It also reduces the competitive efficiency of the business.
Manpower Planning includes
1.Assessment / Audit of the current manpower profile
-numbers
-skills
-ages
-flexibility
-sex
-experience
-capabilities
-character
-potential
and also
-normal turnover,
-staff movements planned
-retirements
-succession planning
etc.
2. Corporate Mission
3. Corporate Objective
4. Corporate Strategy
5.Corporate Organization Policy/ Budget Guidelines.
6. Corporate HR objective/ strategy
7. Corporate Industrial Relations Policy
8. Corporate Sales forecasts [ 3 or 5 or 10 years ]
9. Corporate Product Plans [ 3 or 5 or 10 years ]
10. Corporate Production forecasts. [ 3 or 5 or 10 years ]
BASED ON THE ABOVE , YOU DEVELOP A SERIES OF
CRUDE FORECASTS OF STAFF REQUIRED.
Now review the following
1.The impact of technological change on task needs.
2. Variations in the efficiency, productivity, flexibility of labor as a
result of training, work study organizational change, new motivations, etc.
3. Changes in employment practices [ e.g. subcontractors or
outsourcing etc ]
4.Other variations due to new legislations like new health requirements,
safety requirements etc.
5.Changes in government policies like tax/ tariff etc
6. Labor demand and supply .
7. Skills levels availability
What should emerge from this analysis / reviews is a "thought out"
and logical staffing demand schedule for varying dates in the future
which can then be compared with the crude supply schedule.
The comparison will then indicate what steps must be taken to
achieve a balance.
This will involve now
-recruitment / selection plan.
-training plan
-retraining plan
-early retirement plan
-redundancy plan
-changes in workforce utilization plan
-succession plan.
-personnel and career plans
These plans will help to bring supply and demand into equilibrium,
not just as a one-off but as a continual workforce planning
exercise the inputs to which will need constant varying to reflect
the actual as against predicted experience on the supply side
and changes in production actually achieved as against forecast
on the demand side.
THE ABOVE APPROACH / CONTENTS IS THE SAME WHETHER
IT IS MANPOWER PLANNING FOR 1 YEAR OR 5 YEARS.
================================================== ==
THE MANPOWER PLANNING INPUTS COMES FROM TWO
MAIN RESOURCES
-HR AUDIT
WHICH PROVIDES THE CURRENT SITUATION STATUS OF
MANPOWER AND THE GAPS [ IF ANY ]
-PMS [ PERFORMANCE MANAGEMENT SYSTEM]
NOW, THE QUESTION IS WHAT IS THE LINK OF ''PMS''
TO THIS MANPOWER PLANNING PROCESS.
============================================
Performance management System
Performance management system is a principal tool in achieving corporate objectives in that it links those objectives with employee goals and achievements. It focuses on improving performance through matching outcomes against individual, departments and organisational objectives, and to the training and development needs of employees at all organisational levels. Managers using performance management system effectively are generally more concerned with performance planning and improvement and performance assessment.
Performance management system is an accepted management practice operating within organizations because it can be a valuable process for employees and employers alike. It provides for both recognition of high performance and early detection of performance that is not meeting expectations, allowing prompt remedial action to be taken.
-----------------------------------------------------------------------------------------------------------
Benefits of performance management system
At a macro level performance management assists organisations to match outcomes with COMPANY objectives. It provides a system for improving ORGANIZATION performance and outcomes, within the COMPANY’s OBJECTIVES and policy framework, while maintaining good industrial relations. It generates benefits throughout organisational functions and processes.
Performance management system recognises that people are the organisation’s most valuable resource, and that people are the key to an innovative, professional and service-oriented public service. Performance management emphasises the relationship between the management and development of people and an effective organisation, and provides a fair and equitable environment for improving performance.
A performance management system
-links achievements at all levels of the organisation with corporate, business and DEPARTMENTAL objectives.
It provides the framework for:
·clarifying expectations, roles, responsibilities and resources required to achieve goals;
·improving communication and understanding between managers and employees in terms of work requirements, expectations, performance criteria and achievements;
*linking individual, team or unit performance with quality assurance, continuous improvement and evaluation processes of the organisation;
·facilitating, encouraging and assessing performance;
·encouraging structured feedback from employees and supervisors on performance and career planning and from the community on organisational performance;
·introducing an outcomes focused culture and increasing motivation;
·collecting data and information needed for management decision making or external review (eg by auditors);
·increasing the organisation’s capability to meet future requirements and to improve outcomes for the community;
·identifying performance which requires improvement; and
· recognising and acknowledging performance.
-----------------------------------------------------------------------------------------------
Performance management SYSTEM reflects the value of people to organisational performance, including:
1. performance of individuals / departments
2. employee skill levels / gaps if any.
3. employee position in the development plans.
4. corporate values, goals and ethical standards are clearly reflected in the performance management system;
5. Clear identification of expectations and responsibilities of individuals
6.employee allocated responsibility for ensuring improvement and performance strategies at all levels of the organisation.
7.specific expectations and responsibilities of managers, supervisors, teams and individuals for their role in the process.
8. Linking the individual’s contribution to organisational objectives
9. training and development are linked to the achievement of optimal organisational and individual performance;
10. the system is regularly reviewed, with particular attention given to key elements (eg process of reviewing individual performance; provision of helpful feedback; updating of key accountabilities, criteria and indicators; and training and development plans);
11. accountability is assigned to senior managers to ensure that performance, outcomes and training and development activities (relating to individuals, teams or units) are appropriate .
12. employee workplans contain agreed, clear and measurable performance criteria which are modified as changes occur in organisation policies, priorities or environment;
13. the system enables assessment of the individual’s contribution to the achievement of corporate goals;
14. transparent links exist between performance assessment and performance reward;
15. the system is clearly linked to the organisation’s strategic management framework and is not treated as an isolated function;
etc etc .
PMS provides
-as a valuable input to skills inventories for manpower planning;
-helps to identify what to pay and what will serve as an equitable monetary package;
-helps to clarify who could be trained
-helps to determine who could be promoted
-provides the development planning
Development planning is the process of creating experiences for your employees that promote skills and knowledge related to the position, as well as to professional growth.
Development plans draw from the Performance Evaluation:
Performance goals or needs (deficiencies) to be addressed
The employee, with supervisor assistance, identifies ways to achieve those goals and/or address performance deficiencies in systematic ways
Address opportunities for professional growth
Agreement and/or commitment between employee and supervisor
Planned follow-up
Such a system includes several components:
individual employee work plans,
work profile
development plans, rds
an education/training program,
a performance management and pay history.
Interim Performance Review
Annual Performance Review
THIS IS WHY IS ''PMS'' IS SO VITAL FOR THE
DEVELOPMENT OF MANPOWER PLANNING BECAUSE
IT PROVIDES THE BASIS/ BASIC/ FUTURE REQUIREMENTS
OF HUMAN RESOURCES.
regards
LEO LINGHAM
From India, Mumbai
260MANPOWER PLANNING
The penalities for not being correctly staffed are costly.
Understaffing loses the businesses economies of scale and
specialization, sales, customers and profits.
Overstaffing is wasteful and expensive, if sustained, and it
is costly to eliminate because of modern legislation in respect of
redundancy payments, consultation, minimum periods of notice, etc.
It also reduces the competitive efficiency of the business.
Manpower Planning includes
1.Assessment / Audit of the current manpower profile
-numbers
-skills
-ages
-flexibility
-sex
-experience
-capabilities
-character
-potential
and also
-normal turnover,
-staff movements planned
-retirements
-succession planning
etc.
2. Corporate Mission
3. Corporate Objective
4. Corporate Strategy
5.Corporate Organization Policy/ Budget Guidelines.
6. Corporate HR objective/ strategy
7. Corporate Industrial Relations Policy
8. Corporate Sales forecasts [ 3 or 5 or 10 years ]
9. Corporate Product Plans [ 3 or 5 or 10 years ]
10. Corporate Production forecasts. [ 3 or 5 or 10 years ]
BASED ON THE ABOVE , YOU DEVELOP A SERIES OF
CRUDE FORECASTS OF STAFF REQUIRED.
Now review the following
1.The impact of technological change on task needs.
2. Variations in the efficiency, productivity, flexibility of labor as a
result of training, work study organizational change, new motivations, etc.
3. Changes in employment practices [ e.g. subcontractors or
outsourcing etc ]
4.Other variations due to new legislations like new health requirements,
safety requirements etc.
5.Changes in government policies like tax/ tariff etc
6. Labor demand and supply .
7. Skills levels availability
What should emerge from this analysis / reviews is a "thought out"
and logical staffing demand schedule for varying dates in the future
which can then be compared with the crude supply schedule.
The comparison will then indicate what steps must be taken to
achieve a balance.
This will involve now
-recruitment / selection plan.
-training plan
-retraining plan
-early retirement plan
-redundancy plan
-changes in workforce utilization plan
-succession plan.
-personnel and career plans
These plans will help to bring supply and demand into equilibrium,
not just as a one-off but as a continual workforce planning
exercise the inputs to which will need constant varying to reflect
the actual as against predicted experience on the supply side
and changes in production actually achieved as against forecast
on the demand side.
THE ABOVE APPROACH / CONTENTS IS THE SAME WHETHER
IT IS MANPOWER PLANNING FOR 1 YEAR OR 5 YEARS.
================================================== ==
THE MANPOWER PLANNING INPUTS COMES FROM TWO
MAIN RESOURCES
-HR AUDIT
WHICH PROVIDES THE CURRENT SITUATION STATUS OF
MANPOWER AND THE GAPS [ IF ANY ]
-PMS [ PERFORMANCE MANAGEMENT SYSTEM]
NOW, THE QUESTION IS WHAT IS THE LINK OF ''PMS''
TO THIS MANPOWER PLANNING PROCESS.
============================================
Performance management System
Performance management system is a principal tool in achieving corporate objectives in that it links those objectives with employee goals and achievements. It focuses on improving performance through matching outcomes against individual, departments and organisational objectives, and to the training and development needs of employees at all organisational levels. Managers using performance management system effectively are generally more concerned with performance planning and improvement and performance assessment.
Performance management system is an accepted management practice operating within organizations because it can be a valuable process for employees and employers alike. It provides for both recognition of high performance and early detection of performance that is not meeting expectations, allowing prompt remedial action to be taken.
-----------------------------------------------------------------------------------------------------------
Benefits of performance management system
At a macro level performance management assists organisations to match outcomes with COMPANY objectives. It provides a system for improving ORGANIZATION performance and outcomes, within the COMPANY’s OBJECTIVES and policy framework, while maintaining good industrial relations. It generates benefits throughout organisational functions and processes.
Performance management system recognises that people are the organisation’s most valuable resource, and that people are the key to an innovative, professional and service-oriented public service. Performance management emphasises the relationship between the management and development of people and an effective organisation, and provides a fair and equitable environment for improving performance.
A performance management system
-links achievements at all levels of the organisation with corporate, business and DEPARTMENTAL objectives.
It provides the framework for:
·clarifying expectations, roles, responsibilities and resources required to achieve goals;
·improving communication and understanding between managers and employees in terms of work requirements, expectations, performance criteria and achievements;
*linking individual, team or unit performance with quality assurance, continuous improvement and evaluation processes of the organisation;
·facilitating, encouraging and assessing performance;
·encouraging structured feedback from employees and supervisors on performance and career planning and from the community on organisational performance;
·introducing an outcomes focused culture and increasing motivation;
·collecting data and information needed for management decision making or external review (eg by auditors);
·increasing the organisation’s capability to meet future requirements and to improve outcomes for the community;
·identifying performance which requires improvement; and
· recognising and acknowledging performance.
-----------------------------------------------------------------------------------------------
Performance management SYSTEM reflects the value of people to organisational performance, including:
1. performance of individuals / departments
2. employee skill levels / gaps if any.
3. employee position in the development plans.
4. corporate values, goals and ethical standards are clearly reflected in the performance management system;
5. Clear identification of expectations and responsibilities of individuals
6.employee allocated responsibility for ensuring improvement and performance strategies at all levels of the organisation.
7.specific expectations and responsibilities of managers, supervisors, teams and individuals for their role in the process.
8. Linking the individual’s contribution to organisational objectives
9. training and development are linked to the achievement of optimal organisational and individual performance;
10. the system is regularly reviewed, with particular attention given to key elements (eg process of reviewing individual performance; provision of helpful feedback; updating of key accountabilities, criteria and indicators; and training and development plans);
11. accountability is assigned to senior managers to ensure that performance, outcomes and training and development activities (relating to individuals, teams or units) are appropriate .
12. employee workplans contain agreed, clear and measurable performance criteria which are modified as changes occur in organisation policies, priorities or environment;
13. the system enables assessment of the individual’s contribution to the achievement of corporate goals;
14. transparent links exist between performance assessment and performance reward;
15. the system is clearly linked to the organisation’s strategic management framework and is not treated as an isolated function;
etc etc .
PMS provides
-as a valuable input to skills inventories for manpower planning;
-helps to identify what to pay and what will serve as an equitable monetary package;
-helps to clarify who could be trained
-helps to determine who could be promoted
-provides the development planning
Development planning is the process of creating experiences for your employees that promote skills and knowledge related to the position, as well as to professional growth.
Development plans draw from the Performance Evaluation:
Performance goals or needs (deficiencies) to be addressed
The employee, with supervisor assistance, identifies ways to achieve those goals and/or address performance deficiencies in systematic ways
Address opportunities for professional growth
Agreement and/or commitment between employee and supervisor
Planned follow-up
Such a system includes several components:
individual employee work plans,
work profile
development plans, rds
an education/training program,
a performance management and pay history.
Interim Performance Review
Annual Performance Review
THIS IS WHY IS ''PMS'' IS SO VITAL FOR THE
DEVELOPMENT OF MANPOWER PLANNING BECAUSE
IT PROVIDES THE BASIS/ BASIC/ FUTURE REQUIREMENTS
OF HUMAN RESOURCES.
regards
LEO LINGHAM
From India, Mumbai
Community Support and Knowledge-base on business, career and organisational prospects and issues - Register and Log In to CiteHR and post your query, download formats and be part of a fostered community of professionals.