Module -II

Work Force Flow Mapping

Mapping means linkage between two sets of Data.

Age Group Preference:- In many organizations, a particular age group is

preferred to other. The idea of preference for a particular age group is based on

following considerations

(i) Expected number of year of services.

(ii) Professional source of supply of required manpower in future.

(iii) Personality, dynamism, initiative, challenge seeking attitude etc.

Competency Mapping

Competency Mapping is a map to display a set of competencies. It

helps to describe an ideal workforce. It is always done in the

defined job context.

Following is a set of approaches like:-

Workforce Skills Analysis

Job Analysis

Supply and Demand Analysis

Gap Analysis

Situation analysis

1.Workforce analysis - Determine the rate of influx and outflow of

employee. It is through this analysis one can calculate the labor turnover rate,

absenteeism rate, etc. Qualitative methods go a long way in analyzing the

internal flow created by promotions, transfers etc.

2.Job analysis: Helps in finding out the abilities or skills required to do

the jobs efficiently. A detailed study of jobs is usually made to identify the

qualifications and experience required for them. It includes two things

Job description is a factual statement of the duties and responsibilities of a

specific job. It gives an indication of what is to be done, how it is to be done

and why it is to be done.

Job specification provides information on the human attributes in terms of

education, skills, aptitudes and experience necessary to perform a job effectively.

3.Supply & Demand forecasting is the process of estimating availability

of human resource followed after demand for testing of human resource. For

forecasting supply of human resource we consider internal and external supply.

Internal supply of human resource available by way of transfers, promotions,

retired employees & recall of laid-off employees, etc.

External supply of human resource

depends on factors mentioned below.

•Supply and demand of jobs.

•literacy rate of nation.

•rate of population

•industry and expected growth rate and

levels

•technological development.

•compensation system based on

education, experience, skill and age.

Techniques for forecasting of human

resource supply are

Succession analysis

Markov analysis.

Succession Analysis

Identification and development of

potential successors for key positions in

an organization, through a systematic evaluation

process and training.

Unlike replacement

planning (which grades an individual solely on the

basis of his or her past performance) succession

planning is largely predictive in judging an individual

for a position he or she might never have been in.

Markov Analysis

For a line worker, there is a 20%

probability of being gone in 12

months, a 0% probability of

promotion to manager, a 15%

probability of promotion to

supervisor, and a 65% probability

of being a line worker this time

next year. Such transition matrices

form the bases for computer

simulations of the internal flow of

people through a large organization

over time.

4. Gap Analysis

HR gap analysis, performed by an outside firm or consultant, can provide insights

on improvements and resource needs. The challenges for many small businesses

are the costs and time involved in hiring outside help and participating in HR

modifications.

•Company Perspective

•Talent Perspective

•Digging In

•Program Implementation

Analysis of Workload Factor

Classification of work

Forecasting the number of jobs

Converting the projected jobs in man hours

Converting the man-hours into manpower

requirement

Classification of Work

Job Category Hours Per Jobs

Related to meters 0.75

Related to installation 2.50

Related to Maintenance 1.50

Related to emergency call 1.10

Forecast of jobs for different years

Job Category Year

2002 2003 2004 2005

Meters 15 13 11 4

Installation 85 95 110 125

Maintenance 27 35 41 45

Emergency 10 8 6 4

Converting forecast into man hours

required per day

Job

category

Year

Meters 2002 2003 2004 2005

11.25 9.75 8.25 6

Installation 212.5 237.5 275 312.5

Maintenance 40.5 52.5 61.5 67.5

Emergency 11 8.8 6.6 4.4

Total man

hours

275.25 308.55 351.35 390.4

Converting Man hours into manpower

requirement /day

Done considering skill interchangeability of maintenance staff for the

identified job categories with 20 % fatigue allowance and 20 % leave

reserve.

In a given day per employee available time to attend customer

complaints is reduced by 40% per employee i.e only 4.8 man hours

per day ,per employee is available to attend the customer complaints.

Time Series Analysis

Trend

Cyclical Effect

Seasonality

Step

Random Fluctuations

Moving Average Method

Average of the combined

employment level data for

the recent past is

considered as the forecasted

employment level for the

next period. This

techniques is used to guard

against random fluctuation

Year Manpower Level

/Data

2005 500

2006 600

2007 800

2008 1000

2009 1100

2010 1300

Exponential Smoothing

Exponential smoothing is a technique that

can be applied to time series data, either to

produce smoothed data for presentation, or to

make forecasts. The time series data themselves

are a sequence of observations. The observed

phenomenon may be an essentially random

process, or it may be an orderly, but noisy,

process. Whereas in the simple moving

average the past observations are weighted

equally, exponential smoothing assigns

exponentially decreasing weights over time.

Managerial Judgment

A manager has to make a judgment about the future employment based

on his past experience, which he relates to his past occurrence and its

effect on manpower plans.

Delphi Technique

Nominal Group Technique

• The Delphi technique is a forecasting aid

based on a consensus of a panel of

experts.

• Uses experts to make predictions and

forecasts about future events without

meeting face-to-face.

• The core of the Delphi technique is a

series of questionnaires.

DELPHI Technique

BM 3rd Sem , MPP, Module - 3 19

• The Delphi technique typically involves at least three phases.

– A questionnaire is sent to a group of experts

– A summary of the first phase is prepared

– A summary of the second phase is prepared

• Three phases are recommended; however, experts tend to drop out

after the third phase because of time constraints.

BM 3rd Sem , MPP, Module - 3 20

Nominal Group Technique

BM 3rd Sem , MPP, Module - 3 21

Is a group process involving problem identification, solution generation, and

decision making. Used in groups of many sizes, who want to make decisions

quickly, as by a vote, but want everyone's opinions taken into account

Steps in Nominal Group Technique

Every member of the group gives their view of the solution, with a short explanation.

Duplicate solutions are eliminated from the list of all solutions, and the members proceed to

rank the solutions, 1st, 2nd, 3rd, 4th, and so on.

Facilitators encourage the sharing and discussion of reasons for the choices made by each group

member, thereby identifying common ground, and a plurality of ideas.

The diversity allows the creation of a hybrid idea (combining parts of two or more ideas), often

found to be even better than those ideas being initially considered.

22

the numbers each solution receives are totalled, and the solution with the

highest (i.e. most favoured) total ranking is selected as the final decision.

The nominal group technique is particularly useful:

•When some group members are much more vocal than others.

•When some group members think better in silence.

•When there is concern about some members not participating.

•When the group does not easily generate quantities of ideas.

•When all or some group members are new to the team.

•When the issue is controversial or there is heated conflict.