TOPIC: MANPOWER PLANNING PRESENTED BY: A.S. TUCKER, DIRECTOR, HR PLANNING & BUDGETING, HRMO.

1. STRENGTHENING POLITICAL/ADMINISTRATIVE RELATIONS – A FORUM FOR MINISTERS, DEPUTY MINISTERS, PERMANENT SECRETARIES, PROFESSIONAL HEADS AND SENIOR PUBLIC OFFICERS, 8-9 MAY, 2014. TOPIC: MANPOWER PLANNING PRESENTED BY: A.S. TUCKER, DIRECTOR, HR PLANNING & BUDGETING, HRMO.

2. FORMAT OF PRESENTATION • Meaning of Manpower/Human Resource Planning • Manpower Planning process • Why Manpower Planning? 4. Procedure in preparing Manpower Plan & Budget • Manpower Hearings and Implementation of Manpower Plans • Conclusion

3. WHAT IS MANPOWER/HUMAN RESOURCE PLANNING? • The Chartered Institute of Personnel and Development defines Human Resource Planning as: “The systematic and continuing process of analysing an organization’s human resource needs under changing conditions and developing personnel policies appropriate to the long term effectiveness of the organization. It is an integral part of corporate planning and budgeting procedures since human resource costs and forecasts both affect and are affected by longer term corporate plans”. • Bulla and Scott (1994) defined HRP as ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements.’ • Reilly (2003) defined workforce planning as ‘A process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand.’

4. From the above definitions, it could be discerned that HRP is part of strategic planning and management as it identifies the core competencies that the organization needs to achieve its goals and therefore its skills and behavioral competencies. Manpower planning requires that the MDAs obtain the people (manpower) that they need by: • Considering the mandate, objectives, core functions of the MDAs and its relationship to Government’s programmes as they affect the sector(s). • Determining the knowledge, skills mix, competencies, the right numbers and grades of staff required, taking into consideration their objectives, functions, programmes, and workload(s). • Determining how to assign the right people, in the right numbers, in the right positions and at the right time to perform pre-determined duties and responsibilities. • Assessing how to achieve the efficient and effective utilization of human resources to meet the objectives set for the MDA.

5. Human Resource Planning Flow Chart Business Plan Forecast of Activity level Analysis of requirements: numbers, skills & behaviour Scenario Planning Demand Forecast Supply Forecast Forecast of future requirements • Action Planning: • recruitment • Training • Downsizing • Increasing flexibility SOURCE: Handbook of Human Resource Management Practice, Michael Armstrong (2009)

6. 2. The Manpower Planning Process This involves:  • Demand Forecasting – estimating future manpower needs in the light of the MDA’s objectives, plans and programmes; • Supply Forecasting- analysing various elements of the current human resources (staffing) within the organisation and estimating or forecasting future staffing requirements and how the supply of people should be met either from inside or outside the organisation; • Gathering data about the existing staff internally (attrition rates, retirements deaths, leavers, absences including training, promotionsetc.) and also externally to determine what is available in the human resource market to be able to inform the supply and demand equation (this is often referred to as ‘Succession Planning’) ; • Drawing up plans to match supply and demand;

7. 3. Why Manpower Planning • Resources are scarce and therefore have alternative uses; • The escalation of personnel cost in relation to GDP and overall GOSL spending. Currently, the wage bill accounts for 52.6% of domestic revenue, 6.7% of Nominal GDP, and 53.9% of Recurrent expenditure; • Manpower Planning stimulates us to be proactive in meeting our staffing needs; • It mitigates the effects of future unforeseen circumstances; • It eliminates or minimizes the volatility and unpredictability of the wage bill and by extension the Budget

8. Manpower Planning eliminates the accumulation of salary arrears; • Encourages employers to develop clear and explicit links between their business and HR plans and to integrate the two more effectively; • It allows for better control over staffing costs and numbers employed; • It enables employers to make more informed judgements about the skill and attitude mix in organizations; • Avoid delays in recruiting staff

9. 4. Procedure in preparing Manpower Plan & Budget The following information and documents are required for preparing Manpower plans: • Strategic Plan articulating the mandate, objectives, programmes and functions of the MDA, its divisions and sub-divisions( to determine need ) • Establishment List ( HRP Form 1) • Current staff list. (HRP Form 2) • Information on anticipated exit/retirement from the service including unauthorised names on the payroll (HRP Form 3) • Request for Increase in Existing Establishment (HRP Form 4) • Request for Creation of New Posts (HRP Form 5) • Request for Promotion (HRP Form 6) • Request for Appointment by Direct Entry (HRP Form 7) • An executive summary clearly stating the main elements of the Manpower Plan and stating any major changes to the MDAs manpower requirements and the related justifications and consequences of any shortfalls in allocation of budgets.

10. 5. Manpower Hearings and Implementation of Manpower Plans • The draft Manpower Plan for the MDA is presented at the Annual Manpower Hearings organized by the HRMO; • The manpower requirements of the MDA will be discussed at length and an agreement reached in terms of the number and type of staff to be recruited and or promoted including changes to the authorised establishment in the light MDAs’ programmes for the coming year; • In cases where new posts are required or existing posts are to be re-graded, the approval of the Re-Grading Committee is normally sought before such recruitments are done; • Due to the skewed nature of staffing in the Civil Service, priority is given for filling vacancies in the middle and upper levels; • The approved manpower plan for MDAs are forwarded to MOFED for inclusion in the MTEF Budget for the ensuing Financial Year.

11. 5. Conclusion • Human resources are the most prized assets of our MDAs as they are used to achieve organisational objectives; • The success of our national development agenda germane to the Agenda for Prosperity will to a large extent depend on how we utilise our human resources; • Manpower Planning, which is part of our PFM Reform Strategy to control payroll cost, will help us achieve the goal of a sustainable wage bill; • The formulation of MDAs’ Manpower Plans therefore requires the participation of all stakeholders in determining the number and type of skills required;

12. The End THANKS FOR YOUR ATTENTION