CHAPTER – III

INDUSTRY PROFILE
&
COMPANY PROFILE
Introduction

The Indian food industry is poised for huge growth, increasing its contribution to world
food trade every year. In India, the food sector has emerged as a high-growth and high-
profit sector due to its immense potential for value addition, particularly within the food
processing industry.

Accounting for about 32 per cent of the country’s total food market, The Government of
India has been instrumental in the growth and development of the food processing industry.
The government through the Ministry of Food Processing Industries (MoFPI) is making all
efforts to encourage investments in the business. It has approved proposals for joint
ventures (JV), foreign collaborations, industrial licenses, and 100 per cent export oriented
units.

Market Size
The Indian food and grocery market is the world’s sixth largest, with retail contributing 70
per cent of the sales. The Indian food processing industry accounts for 32 per cent of the
country’s total food market, one of the largest industries in India and is ranked fifth in terms
of production, consumption, export and expected growth. It contributes around 8.80 and
8.39 per cent of Gross Value Added (GVA) in Manufacturing and Agriculture respectively,
13 per cent of India’s exports and six per cent of total industrial investment. The Indian
gourmet food market is currently valued at US$ 1.3 billion and is growing at a Compound
Annual Growth Rate (CAGR) of 20 per cent. India's organic food market is expected to
increase by three times by 2020.

The online food ordering business in India is in its nascent stage, but witnessing
exponential growth. With online food delivery players like FoodPanda, Zomato, TinyOwl
and Swiggy building scale through partnerships, the organised food business has a huge
potential and a promising future. The online food delivery industry grew at 150 per cent
year-on-year with an estimated Gross Merchandise Value (GMV) of US$ 300 million in
2016.

Investments
According to the data provided by the Department of Industrial Policies and Promotion
(DIPP), the food processing sector in India has received around US$ 7.54 billion worth of

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Foreign Direct Investment (FDI) during the period April 2000-March 2017. The
Confederation of Indian Industry (CII) estimates that the food processing sectors have the
potential to attract as much as US$ 33 billion of investment over the next 10 years and also
to generate employment of nine million person-days.
Some of the major investments in this sector in the recent past are:

 Global e-commerce giant, Amazon is planning to enter the Indian food retailing
sector by investing US$ 515 million in the next five years, as per Mr Harsimrat
Kaur Badal, Minister of Food Processing Industries, Government of India.
 Parle Agro Pvt Ltd is launching Frooti Fizz, a succession of the original Mango
Frooti, which will be retailed across 1.2 million outlets in the country as it targets
increasing its annual revenue from Rs 2800 crore (US$ 0.42 billion) to Rs 5000
crore (US$ 0.75 billion) by 2018.
 US-based food company Cargill Inc, aims to double its branded consumer business
in India by 2020, by doubling its retail reach to about 800,000 outlets and increase
market share to become national leader in the sunflower oil category which will
help the company be among the top three leading brands in India.
 Mad Over Donuts (MoD), outlined plans of expanding its operations in India by
opening nine new MOD stores by March 2017.
 Danone SA plans to focus on nutrition business in India, its fastest growing market
in South Asia, by launching 10 new products in 2017, and aiming to double its
revenue in India by 2020.
 Uber Technologies Inc plans to launch UberEATS, its food delivery service to
India, with investments made across multiple cities and regions.

Government Initiatives
Some of the major initiatives taken by the Government of India to improve the food
processing sector in India are as follows:

 The Government of India aims to boost growth in the food processing sector by
leveraging reforms such as 100 per cent Foreign direct investment (FDI) in
marketing of food products and various incentives at central and state government
level along with a strong focus on supply chain infrastructure.
 In Union Budget 2017-18, the Government of India has set up a dairy processing
infra fund worth Rs 8,000 crore (US$ 1.2 billion).
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  The Government of India has relaxed foreign direct investment (FDI) norms for the
sector, allowing up to 100 per cent FDI in food product e-commerce through
automatic route.
 The Food Safety and Standards Authority of India (FSSAI) plans to invest around
Rs 482 crore (US$ 72.3 million) to strengthen the food testing infrastructure in
India, by upgrading 59 existing food testing laboratories and setting up 62 new
mobile testing labs across the country.
 The Indian Council for Fertilizer and Nutrient Research (ICFNR) will adopt
international best practices for research in fertiliser sector, which will enable
farmers to get good quality fertilisers at affordable rates and thereby achieve food
security for the common man.
 The Ministry of Food Processing Industries announced a scheme for Human
Resource Development (HRD) in the food processing sector. The HRD scheme is
being implemented through State Governments under the National Mission on Food
Processing. The scheme has the following four components:
o Creation of infrastructure facilities for degree/diploma courses in food
processing sector
o Entrepreneurship Development Programme (EDP)
o Food Processing Training Centres (FPTC)
o Training at recognised institutions at State/National level

Road Ahead
Going forward, the adoption of food safety and quality assurance mechanisms such as Total
Quality Management (TQM) including ISO 9000, ISO 22000, Hazard Analysis and Critical
Control Points (HACCP), Good Manufacturing Practices (GMP) and Good Hygienic
Practices (GHP) by the food processing industry offers several benefits. It would enable
adherence to stringent quality and hygiene norms and thereby protect consumer health,
prepare the industry to face global competition, enhance product acceptance by overseas
buyers and keep the industry technologically abreast of international best practices.

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Food Processing Companies in India

The Heritage Group was founded in 1992 by Mr Nara

Chandra Babu Naidu. It is one of the fastest growing
private sector enterprises in India, with five business
divisions, namely, Dairy, Retail, Agri, Bakery and
Renewable Energy, under its flagship Company Heritage Foods Ltd. The annual turnover
of Heritage Foods crossed Rs 1726.99 crore.

Introduced primarily for British settlers in India, Kissan

has been present in India since 1935. The UB Group,
under the Late Mr Vittal Malya then, acquired Kissan
from Mitchell Bros in the year 1950. However, in 1993,
Hindustan Unilever Ltd took it over from the UB Group.
Since its launch, innovation has been the main approach.

LT Foods employ around 900 employees in India and

abroad. The company’s flagship brand ‘Dawaat’ launched
in 1980’s is now recognized as the leading brand in the
industry. The company has a strong nationwide
distribution network in the domestic market that sells
products such as branded rice, wheat and pulses.

Raindrops basmati rice comes from the house of REI

Agro Ltd – world’s largest basmati processing company.
REI Agro Ltd was established in the year 1994 with a
vision to consolidate the fragmented basmati rice industry.
Today REI is India’s leading food major and is listed in
Bombay Stock Exchange (BSE), National Stock Exchange (NSE), London.

Modern Dairies is prestigious is an ISO:9001, ISO 22000,

ISO 14001 (environment management) and HACCP (food
safety), certification to its credit. The company

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manufactures a wide range of milk and milk products. Strategically located at the centre of
milk rich belt in Karnal, on the National Highway No 1, just 136 Kms from North Delhi.

The company was started in the year 1892 in Calcutta

(now Kolkata) as a biscuit factory with an initial
investment of just Rs 295 (US$ 4.76). From a humble
beginning, Britannia Industries Ltd is presently one of
India’s most popular food industries. The company's offerings are spread across the
spectrum with products ranging from the healthy ...

Nestle came to India when it set up its first factory in

Moga, Punjab in 1961. Presently, it has four offices and
around eight manufacturing facilities across India. Nestlé
has been a partner in India's growth for over nine decades
now and has built a very special relationship of trust and
commitment with the people of India. The company's a...

Established in 1989, Kohinoor has presence in over 60

countries. The company owns one of the finest basmati
rice brands, also a wide assortment of food products that
include wheat flour, ready-to-eat curries and meals,
simmer sauces, cooking pastes to spices, seasonings and
frozen food. At present, the company has customers in the USA, Canada.

Hatsun Agro Product Ltd is the largest private sector dairy

in India. It was established in 1970 and has since been a
pioneer in promoting dairy products. Presently, Hatsun has
chilling centres in more than 68 locations, over 1,348
contract vehicles, milk sheds spread over 10 districts in
Tamil Nadu and three districts in Karnataka, and over 300,00...

Parle Agro is the largest Indian food and beverage

company, which started in 1959 as Baroda Bottling
Company for carbonated beverages. The original Parle
company was started in the year 1929 and was owned by

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the Chauhan family. Parle became popular with the release of its products such as Frooti
and Parle-G. Parle Agro, today, is a Rs 2,200 Cror...

Started in 1924 with the establishment of the MTR

restaurant, MTR Foods today stands tall as an Indian
heritage brand. A household name, MTR Foods has
consolidated its market leadership in the south of the
country and is all set for a strong pan-India presence,
beginning with forays into the northern, western and eastern regions. In February 200...

McCain Foods (India) is a wholly-owned subsidiary of

McCain Foods Limited in Canada. Since 1998, the
company has been engaged in agriculture research and
development (R&D) and in the development of the frozen
food market in India and other countries of the
subcontinent. The company's products are used by leading
fast food chains, hotels, restaura...

Ruchi Soya Industries is among the top five FMCG

companies in India with a turnover of over Rs 26,000
crore. It is among the 50 fastest growing FMCG
companies in the world, and is the number one cooking oil
maker and palm plantation company in India. Over the
years, the company has forayed into making soya foods,
bakery fats and vanaspati produ...

Amul is an Indian dairy cooperative, based at Anand in

the state of Gujarat. Founded in 1946, the brand is today
managed by the Gujarat Co-operative Milk Marketing
Federation Ltd (GCMMF) which is jointly owned by
about 3 million milk producers in the state. Amul the co-
operative was formed as a response to the exploitation of marginal milk prod...

With a 120 year heritage and an existence since 1889,

KRBL Ltd is India’s first integrated rice company with a

7
comprehensive product chain. KRBL today stands at the top slot of the Indian rice industry,
unmatched and unparalleled in every aspect. It has an extensive and well-positioned brand
presence in both, the domestic and international mar...

Exports of processed food and related products

 During FY11–16, India's exports of processed food and related products (inclusive
of animal products) grew at a CAGR of 11.74 per cent, reaching US$ 16.2 billion.
 Main export destinations for food products have been the Middle East and Southeast
Asia.
 In FY17* India’s exports stood at US$ 1.3 billion.

Food processing and its segments

 The food processing industry is one of the largest industries in India and ranks fifth
in terms of production, consumption and exports. As per the latest data available,
food processing sector is expected to reach US$ 258 billion in FY15.
 In FY16* (till December 2015), food processing industry constituted 14 per cent to
India’s GDP through manufacturing.

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 COMPANY PROFILE
The Heritage Group, founded in the year 1992 by Mr. Nara Chandrababu Naidu, is one of
the fastest growing Public Listed Companies in India, with two-business divisions-Dairy
and Renewable Energy under its flagship Company Heritage Foods Limited (Formerly
known as Heritage Foods (India) Limited).The annual turnover of Heritage Foods crossed
Rs.2642.89 crores in financial year 2016-17.

Currently Heritage's milk and milk products have a market presence in Andhra Pradesh,
Telangana, Karnataka, Kerala, Tamil Nadu, Maharastra, Odisha, NCR Delhi, Haryana,
Rajasthan, Madhya Pradesh, Punjab, Uttar Pradesh, Gujarat and Uttarakhand.

In the year 1994, HFL went Public and was oversubscribed 54 times. HFL shares are listed
on BSE (Stock Code: 519552) and NSE (Stock Code: HERITGFOOD).

About the founder:

Mr. Nara Chandrababu Naidu
Heritage Foods Limited, India

9
Mr. Nara Chandrababu Naidu is one of the greatest dynamic, pragmatic, progressive and
visionary Leaders of the 21st Century.

With an objective of "Bringing prosperity into rural families through co-operative efforts",
he along with a few like minded, friends and associates promoted 'Heritage Foods' in the
year 1992 taking opportunity from the Industrial Policy, 1991 of the Government of India
to which end he has been successful.

At present, Heritage has a market presence in the states of Andhra Pradesh, Telangana,
Karnataka, Kerala, Tamil Nadu, Maharastra, Odisha, NCR Delhi,Haryana, Rajasthan,
Madhya Pradesh, Punjab, Uttar Pradesh, Gujarat and Uttarakhand.More than three thousand
villages and three lakh farmers are being benefited in these states. On the other side,
Heritage is serving millions of customers needs by, employing more than 2400 people and
generating indirect employment opportunities for more than 10000 people. Beginning with
a humble annual turnover of Rs.4.38 crores in 1993-94, the annual turnover of Heritage
Foods crossed Rs 2642.89 crores in financial year 2016-17.

Mr. Chandrababu Naidu was born on April 20, 1951 in Naravaripally Village, Chittoor
District, Andhra Pradesh, India. His late father Mr. N. Kharjura Naidu was an agriculturist
and his late mother Smt. Ammanamma was a housewife. Mr. Naidu did his schooling in
Chandragiri. He went on to study at the Sri Venkateswara Arts College, Tirupati. He later
also obtained his Masters in Economics from the Sri Venkateswara University, Tirupati.
Mr. Naidu is married to Mrs. Bhuvaneswari, the daughter of Mr. N T Rama Rao, Ex-Chief
Minister of Andhra Pradesh and a famous star of Telugu Cinema. Mrs. N Bhuvaneswari is
the Vice Chairperson & Managing Director of the company.

Mr. Naidu held various positions of office in college and organised a number of social
activities. Following the 1977 cyclone, which devastated the Diviseema Taluk of Krishna
District, he actively organised donations and relief material from Chittoor district for the
cyclone victims. Mr. Naidu has always evinced keen interest in rural development activities
in general and the upliftment of the poor and downtrodden sections of society in particular.

Mr. Naidu has held various coveted and honourable positions including Chief Minister of
Andhra Pradesh, Minister for Finance & Revenue, Minister for Archives &
Cinematography, Member of the A.P. Legislative Assembly, Director of A.P. Small Scale
Industries Development Corporation, and Chairman of Karshaka Parishad.

10
Mr. Naidu has been honoured with numerous prestigious awards including "Member of the
World Economic Forum's Dream Cabinet" (Time Asia), "South Asian of the Year" (Time
Asia), "Business Person of the Year" (Economic Times), and "IT Indian of the Millennium"
(India Today).

Mr. Naidu was chosen as one of 50 leaders at the forefront of change in the year 2000 by
the Business Week magazine for being an unflinching proponent of technology and for his
drive to transform the State of Andhra Pradesh.Mr. Naidu has been re-elected as the Chief
Minister of Andhra Pradesh in the 2014 elections.

Heritage Slogan
Bring Home Health & Happiness
When you are healthy, we are healthy
When you are happy, we are happy
Vision
 Delighting every home with Fresh & Healthy products and empowering the Farmer

Mission
To be a nationally recognized brand for Healthy and Fresh products with a revenue of INR
6000 Crore.(USD 1 Billion) by 2022We anticipate, understand and respond to our
Customers' needs by creating high quality products and making them available through
innovative and convenient channelsWe embrace the right technology to delight our
CustomersWe are a strong supporter of balancing Economic, Social and Environmental
aspects to create a better tomorrowWe are devoted to empowering the Farmer community
through our unique 'Relationship Farming' ModelWe aim to be the Employer of Choice by
nurturing Entrepreneurship and Promoting Empowerment, alongside transparency.

BOARD OF DIRECTORS
Mr. Seetharamaiah Devineni
Chairperson,
Commerce graduate from Andhra University and a fellow member of the Institute of
Chartered Accountants of India. Senior partner of Brahmayya & Co., a leading Chartered
Accountancy firm and has been practicing for the last five decades. Has held various
coveted posts, which include Membership of the Southern Regional Board of Reserve Bank
of India, and Federation of Andhra Pradesh Chamber of Commerce and Industry,

11
Chairpersonship of the Tirumala Tirupati Devasthanams Trust Board and Trusteeship of the
NTR Memorial Trust. Is also on the Board of several other companies.

Mr. Srivishnu Raju Nandyala

Director,
Holds a bachelors degree in Chemical Engineering from Osmania University, Andhra
Pradesh. Founder Chairperson and CEO of EXCIGA group, which consists of five non
banking finance companies. Founder and Past President of Entrepreneurs Organization,
Hyderabad. Past President of CII's (Confederation of Indian Industries) Young Indians,
Hyderabad Chapter and a past member on the state council of CII. Is a Director in several
Public and Private Companies.

Mr. Rajesh Thakur Ahuja

Director,
Graduate in Production Engineering from Pune University Engineering College. Started
Silver line Wire Products in 1993 as a manufacturer of plastic coated wire products for
household applications. In 1998, started marketing under the brand name of Sleek.
Presently he is Managing Director at M/s. Sleek International Private Limited, which is a
subsidiary company of M/s. Asian Paints Limited, Mumbai. Currently pursuing Owner
President Management Programme at Harvard University, USA.

Dr. Nagaraja Naidu Vadlamudi

Director,
M. Com, M. Litt and a PhD. (Financial Management), Began his career from the
Administrative Staff College of India, Hyderabad in 1972. Has held various positions in
reputed Universities, like Professor, Dean, Director etc., and has taught in the fields of
Finance and Business Economics at Post Graduate and Doctorate levels for about 25 years.
Has been the Registrar (Administrative Head) of the Dr B R Ambedkar Open University for
about 10 years. Has been associated with the company since it's inception and has been able
to utilize his intimate understanding of the rural socio-economic scenario to strengthen milk
procurement systems and strategies of Heritage, which has contributed to the current status
of Heritage as a leading player in South India.

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Mrs. Bhuvaneswari Nara
Vice-Chairperson & Managing Director,
B.A Graduate, Is a Director in several other Companies. Is a dynamic leader who has
extensive experience in business and has been successfully steering Heritage towards
growth and better prospects.

Mrs. Brahmani Nara

Executive Director,
Master's Degree in Business Administration from Stanford University, Bachelor of Science
degree in Electrical Engineering from Santa Clara University USA and Bachelor of
Engineering with specialization of Electronics and Communications from Chaitanya
Bharathi Institute of Technology. Investment Associate in Vertex Venture Management Pvt
Ltd between 2009-2011 in Singapore and was associated with the Company as a Vice-
President (Business Development).

Quality policy of HFIL:

We are committed to achieve customer satisfaction through hygienically processed and
packed Milk and Milk Products. We strive to continually improve the quality of our
products and services through upgradation of technologies and systems.

Heritage's soul has always been imbibed with an unwritten perpetual commitment to itself,
to always produce and provide quality products with continuous efforts to improve the
process and environment.

Adhering to its moral commitment and its continuous drive to achieve excellence in quality
of Milk, Milk products & Systems, Heritage has always been laying emphasis on not only
reviewing & re-defining quality standards, but also in implementing them successfully. All
activities of Processing, Quality control, Purchase, Stores, Marketing and Training have
been documented with detailed quality plans in each of the departments.

Today Heritage feels that the ISO certificate is not only an epitome of achieved targets, but
also a scale to identify & reckon, what is yet to be achieved on a continuous basis. Though,
it is a beginning, Heritage has initiated the process of standardizing and adopting similar
quality systems at most of its other plants.

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Commitments:
Milk Producers
Change in life styles of rural families in terms of
 Regular high income through co-operative efforts
 Women participation in income generation
 Protect the farmers from price exploitation by the un-organized sector
 Provide remunerative prices for milk
 Increase milk productivity through input and extension activities
 Supplementing agriculture with dairy farming
 Financial support for purchase of cattle; insuring cattle
 Establishment of Cattle Health Care Centers
 Supplying high quality Cattle feed
 Organizing 'Rythu Sadasu' and video programmes for educating the farmers in dairy
farming

Customers
 Timely supply of quality & healthy products
 Supply high quality milk and milk products at affordable prices
 Focus on nutritional foods
 More than 4 lakh happy customers
 High customer satisfaction24 hour help-lines ( <10 complaints a day)

Employees
 Enhancing the Technical and Managerial skills of employees through continuous
training and development
 Best appraisal systems to motivate employees
 Incentive, bonus and reward systems to encourage employees
 Heritage forges ahead with the motto "add value to everything you do"

Shareholders
Returns
 Dividend Payment since Public Issue (January 1995)

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Service
 Highest importance to investor service; no notice from any regulatory authority
since 2001 in respect of investor service
 Very transparent disclosures

Suppliers
 Doehlar: technical collaboration for milk drinks, yogurt drinks and fruit flavoured
drinks
 Alaval: supplier of high-end machinery and technical support focusing on Tetra
pack association for products package

Society
 Potential Employment Generation
 more than 2400 employees are working with Heritage
 more than 11,097 procurement agents have found self employment in rural
areas
 more than 6300 sales agents are associated with the company
 Employment opportunities for the youth by providing financial and animal
husbandry support for establishing MINI DAIRIES
 Producing healthy products for society

Qualities of management principles:

1. Customer focus to understand and meet the changing needs and expectations of
customers.
2. People involvement to promote team work and tap the potential of people.
3. Leadership to set constancy of purpose and promote quality culture trough out the
organization.
4. Process approach to assess the efficiency and effectiveness of each process.
5. Systems approach to understand the sequence and interaction of process.
6. Factual approach to decision making to ensure its accuracy.
7. Continual improvement processes for improved business results.
8. Development of suppliers to get right product and services in right time at right
place.

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AWARDS
 1st Prize in National Energy Conservation Awards-2016
 1st Prize in National Energy Conservation Awards-2015
 2nd Prize in National Energy Conservation Awards-2015
 National Energy Conservation Award 2014
 National Energy Conservation Award 2012
 National Energy Conservation Award 2010
 National Energy Conservation Award 2008
 Bagged the "Coca Cola Golden Spoon Award" 2015 & 2016 for its retail business
division. The annual 'COCA COLA Golden spoon awards' are well-established and
highly regarded within the industry as a mark of exceptional performance.
 Listed among India's prestigious Top-500 companies list for the year 2013 & 2014,
compiled by The Economic Times, on the basis of industry respect and key
financial parameters.
 Images Most Admired Retailer of the Year - 2014 (Category Food & Grocery)
Awarded the "Most Admired Retailer of the year - 2014" (Food & Grocery) at India
Retail Forum.
 Fortune List of 50 Most Powerful Business WomanN. Bhuvaneswari, Vice
Chairperson & Managing Director, was placed in the list of Fortune-50 Most
Powerful Business Women in India for the year 2013.

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PRODUCTS
MILK

TONED MILK DOUBLE TONED MILK

FULL CREAM MILK STANDARDISED MILK

GOLDEN COW MILK SLIM MILK

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FAMILY PACK

18
 CHAPTER-III

REVIEW OF LITERATURE

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 Definition: Manpower Planning

Manpower planning is the process of estimating the optimum number of people required for
completing a project, task or a goal within time. Manpower planning includes parameters
like number of personnel, different types of skills, time period etc. It is a never ending
continuous process to make sure that the business has the optimized resources available
when required taking into consideration the upcoming future projects and also the
replacement of the outgoing employees. It is also called as Human Resource Planning.

Read Next

 Manpower
 Strategic Planning
 Scenario Planning or Contingency Planning
 Scenario Planning
 Marketing Planning
 Media Planning

Large businesses often work on forecasting and upcoming opportunities in the pipeline. If
these opportunities convert into actual business, they would need manpower to start
working on them. But the dilemma is that what if they hired a large number of people to
work on an almost sure project but at the last moment the project didn't start on time. What
would the business do with the additional skilled manpower. The other dilemma is that if
they kept waiting till the last moment for a project and when the project starts they might
not have enough manpower to work and deliver. These questions are solved by the process
of manpower planning.

Manpower planning also includes the details like how and when will new employees be
acquired. This whole process is done keeping in view the goals of the organization, the
future predictions for business and changing technology trends. This helps the organization
be prepared for the future with the correct manpower at their disposal for business
prosperity.

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The above diagram shows the manpower planning process which depends upon the
business objective. The process can be elaborated in detail below.

Manpower Planning Process

HR department of every company has to constantly keep an eye on the human resources
that the company has. With every possible event like change industry dynamics, increase in
business requirements, skills required for a particular technology etc, the need for having
better resources increases. The process and steps for having manpower planning are as
below:

1. Understanding the existing workforce: The HR department has to thoroughly understand

the manpower available with the company. They should examine the background, skill set,
qualification, location etc of the entire work force so that they have a good idea regarding
the pool of talent which the company has.

2. Forecasting for the future: With constant changes in business requirements, companies
must understand the future trend and which type of employees would be best suited for
their organization. Hence, companies must examine, evaluate and forecast the type of
employee workforce they want in the future years

3. Recruitment and selection: Depending upon the business requirements, manpower

planning leads to a much more well thought out recruitment and selection pattern. This
totally depends upon the forecasts made and the business requirements. Hence, candidates

21
with better qualification, skill set, experience etc are shortlisted as employees to best suit
the future needs.

4. Training the employees: Employees who are a part of the organization are trained to have
the best skills, knowledge and understanding about the current job as well as the future
requirements.

All these above mentioned manpower planning steps help organizations become better
prepared to adapt to new technology, future industry developments and even to face off
with competitors.

Example of Manpower Planning:

IT companies are often faced with the business problem of hiring right people for upcoming
projects as well as attrition. These companies have multiple projects going on at a single
time and upcoming projects in the pipeline. If they hire more people without planning they
would end up with many resources on the bench which would eat into profits and if they
keep waiting till the last, they would not have enough skilled people to set up the project
and start delivering eventually leading to customer dissatisfaction and losses.

So these companies keep on forecasting and planning as per the market requirements, latest
skill set and their project pipeline. Most of the times, hired resources cannot be productive
straight away so they need to train them which would require further planning and time.

Importance of Manpower Planning

Manpower planning is an essential requirement for any business. It helps the company to be
prepared well in advance for the type of employees they would be requiring in their
organization in the future. With constantly changing business requirements, technological
advancements etc the skills and knowledge of employees tend to become obsolete over a
period of time. Also, if a business is growing, then the workforce needs to be expanded if
the company wants to have its business at different locations, different business domains
etc. If a company fails to prepare before hand, it can create issues in the future and can
collapse the business model for a company. Hence, timely preparation of manpower
planning would always help a business grow.

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Manpower Planning

Manpower Planning which is also called as Human Resource Planning consists of putting
right number of people, right kind of people at the right place, right time, doing the right
things for which they are suited for the achievement of goals of the organization. Human
Resource Planning has got an important place in the arena of industrialization. Human
Resource Planning has to be a systems approach and is carried out in a set procedure. The
procedure is as follows:

1. Analysing the current manpower inventory

2. Making future manpower forecasts
3. Developing employment programmes
4. Design training programmes

Steps in Manpower Planning

1. Analysing the current manpower inventory- Before a manager makes forecast of

future manpower, the current manpower status has to be analysed. For this the
following things have to be noted-
 Type of organization
 Number of departments
 Number and quantity of such departments
 Employees in these work units

Once these factors are registered by a manager, he goes for the future forecasting.

2. Making future manpower forecasts- Once the factors affecting the future manpower
forecasts are known, planning can be done for the future manpower requirements in
several work units.

The Manpower forecasting techniques commonly employed by the organizations

are as follows:

i. Expert Forecasts: This includes informal decisions, formal expert surveys

and Delphi technique.

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 ii. Trend Analysis: Manpower needs can be projected through extrapolation
(projecting past trends), indexation (using base year as basis), and statistical
analysis (central tendency measure).
iii. Work Load Analysis: It is dependent upon the nature of work load in a
department, in a branch or in a division.
iv. Work Force Analysis: Whenever production and time period has to be
analysed, due allowances have to be made for getting net manpower
requirements.
v. Other methods: Several Mathematical models, with the aid of computers are
used to forecast manpower needs, like budget and planning analysis,
regression, new venture analysis.
3. Developing employment programmes- Once the current inventory is compared with
future forecasts, the employment programmes can be framed and developed
accordingly, which will include recruitment, selection procedures and placement
plans.
4. Design training programmes- These will be based upon extent of diversification,
expansion plans, development programmes,etc. Training programmes depend upon
the extent of improvement in technology and advancement to take place. It is also
done to improve upon the skills, capabilities, knowledge of the workers.

Importance of Manpower Planning

Key to managerial functions- The four managerial functions, i.e., planning, organizing,
directing and controlling are based upon the manpower. Human resources help in the
implementation of all these managerial activities. Therefore, staffing becomes a key to all
managerial functions.

1. Efficient utilization- Efficient management of personnels becomes an important

function in the industrialization world of today. Seting of large scale enterprises
require management of large scale manpower. It can be effectively done through
staffing function.
2. Motivation- Staffing function not only includes putting right men on right job, but it
also comprises of motivational programmes, i.e., incentive plans to be framed for

24
 further participation and employment of employees in a concern. Therefore, all
types of incentive plans becomes an integral part of staffing function.
3. Better human relations- A concern can stabilize itself if human relations develop
and are strong. Human relations become strong trough effective control, clear
communication, effective supervision and leadership in a concern. Staffing function
also looks after training and development of the work force which leads to co-
operation and better human relations.
4. Higher productivity- Productivity level increases when resources are utilized in best
possible manner. higher productivity is a result of minimum wastage of time,
money, efforts and energies. This is possible through the staffing and it's related
activities ( Performance appraisal, training and development, remuneration)

Need of Manpower Planning

Manpower Planning is a two-phased process because manpower planning not only analyses
the current human resources but also makes manpower forecasts and thereby draw
employment programmes. Manpower Planning is advantageous to firm in following
manner:

1. Shortages and surpluses can be identified so that quick action can be taken wherever
required.
2. All the recruitment and selection programmes are based on manpower planning.
3. It also helps to reduce the labour cost as excess staff can be identified and thereby
overstaffing can be avoided.
4. It also helps to identify the available talents in a concern and accordingly training
programmes can be chalked out to develop those talents.
5. It helps in growth and diversification of business. Through manpower planning,
human resources can be readily available and they can be utilized in best manner.
6. It helps the organization to realize the importance of manpower management which
ultimately helps in the stability of a concern.

25
After reading this article you will learn about:- 1. Definition of Manpower Planning
2. Factors Affecting Manpower Planning 3. Objectives 4. Principles.
Definition of Manpower Planning:
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 le 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 le integrated plans of the organization.”
E.W. Velter, defines manpower planning as “The process which management
determines how the organisation should love from its current manpower position.
Through planning le management strives to have the right number and right type
of people at the right place, at the right time doing things, which result in both the
organisation and the individual receiving maximum long hour unbenefits.”

26
Edwin B. Flippo defind 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.”

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.

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.

27
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.

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.

5. Future availability of people dismissal and resignation.

6. Expected changes in the composition of labour force.

7. Workers cost benefit analysis.

Objectives of Manpower Planning:

The objectives or importance 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:

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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.
5. It helps in maximizing individual development.

6. Effective manpower planning may help the management in developing the good
employer-employee relationship. It leads to improve the industrial relations.

7. It maximizes the contributions and the satisfaction of the employees of a business.

8. It gives due consideration to the capacities, interests, opportunities and reactions of the
workers.

9. To develop the future training and management development needs.

10. To avoid the staff surplus and unnecessary dismissals in the manpower planning.

11. To control the wages and salary costs.

Principles of Manpower Planning:

1. Every 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.

29
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.

To facilitate recruitment at levels higher than attrition, the risk associated with this practice
should be managed at the Assistant Deputy Minister or Regional Director General level
and, in some cases, the Deputy Minister level.

The Director General of HR should put in place a process to track which Indeterminate
positions are specifically filled as part of the departmental initiative to staff positions over
and above attrition levels.

The Director General of HR should negotiate with the Public Service Commission to
streamline the use of existing mechanisms to facilitate external recruitment at higher than
entry levels.

The Director General of HR should make a submission to the Treasury Board for expanded
and structured use of SAPP and/or FLEX, for pre-retirement assignments to facilitate man
power planinginitiatives.

Recruitment and Staffing

Starting in 2003, there will be a high demand for workers in the public service - more than
40% of staff could retire within 10 years. Workforce trends suggest that future demand for
knowledge workers, both specialists and generalists, will be extremely high in the Public

30
Service and employers will become more competitive in their search for knowledge
workers. In addition, the high volume of recruitment and staffing actions will create
significant workloads that will demand more efficient and effective processes. The overall
lack of recruitment in the years following Program Review has resulted in relatively little
attention being given in to the development of strategies for recruitment and internal
staffing. In order to cope and be successful, will have to develop efficient, departmentally
integrated recruitment and staffing strategies, taking concrete steps to increase the
awareness amongst students at universities and other educational institutes, of the
employment opportunities that exist in the Department.

Among current recruitment programs are the Fishery Officer Cadet Program (FOCP),
Science Rejuvenation Program, Coast Guard College Cadet Program and Management
Trainee Program (MTP). also participates in the Public Service Commission's Post-
Secondary Recruitment Program and Treasury Board's Finance Officer Recruitment
Program (FORD). Although the Post-Secondary Recruitment Program (PSR) of the Public
Service Commission provides a pool of pre-qualified candidates that departments can draw
on, it is not currently utilized to a significant extent by due to lack of vacancies. Some
managers make use of the CO-OP Students Program, Science Youth Internship, and
Federal Student Work Experience Program (FSWEP). Again, however, due to a lack of
indeterminate position vacancies, most managers are not able to take advantage of the
Student Bridging Program to convert these students, upon graduation, to indeterminate
status. The above programs will have to be optimised and augmented with other
recruitment initiatives if the Department is to meet the recruitment challenge it will face
beginning in two to three years.

The Central and Arctic Region has created a Recruitment Outreach Officer position whose
prime function is to contact and visit organizations such as Employment Equity
associations, high schools and universities in order to promote the employment
opportunities in . The initial primary focus is on the recruitment of Employment Equity
members; however, this focus could be broadened as appropriate to include the general
populous.

Some recruitment initiatives are attractive because they are linked to formal career
development programs. Such programs ensure a newly-recruited person can automatically
progress through the junior levels if he or she meets pre-established criteria. programs
31
such as those for entry level Fishery Officers, Hydrographers, and Electronic Technicians
are examples of programs with formal, pre-established career paths.

Best Practice Organization - Statistics Canada

Best Practice Organization

Our research revealed that Statistics Canada has been a leader in the area of man power
planingin the Public Service. Statistics Canada identified the impending labour shortage
nearly a decade ago through demographic analysis and developed a strategy to deal with it.
It has continued to use sophisticated models to project movement and attrition of
employees. With substantial involvement of line managers and overall support from HR, a
hierarchical infrastructure of committees was developed to plan, design and implement the
HR strategy.

With a view to developing a flexible and versatile workforce with broad understanding of
the Agency, Statistics Canada increasingly uses generic job descriptions to facilitate
staffing. Generic recruitment is used to staff positions at entry level and from ES-6 to
Executive levels. There is a move towards expanding the use of generic staffing for other
levels as well. A corporate Professional Recruitment and Development Committee forecasts
annual recruitment needs based on input from line managers and then runs a generic
competition to meet the forecasted need. Managers, with the help of a neutral party, then
select from the pool of candidates. The selection is based on criteria, previously specified
by the respective managers. At entry level new recruits are rotated on assignments for 2
years, to gain broad experience in the Agency, before being appointed to their substantive
positions.

Statistics Canada is also pro-active in marketing itself as an employer in selected

universities and has, on its internet site, detailed brochures about current employment
opportunities. For details please refer to the following website:

Generic Competitions and Pre-qualified Pools

The above described Statistics Canada generic competition and pre-qualified pool approach
to recruitment and staffing offers significant potential for to develop more effective and
efficient recruitment and staffing strategies. These strategies would move from the

32
currently prevalent, as and when vacancies occur approach to recruiting and staffing, to
strategies that call for increased inter-sectoral and inter-regional cooperation using the
concepts of generic competitions and pre-qualified pools. In generic recruiting is currently
used in specialized occupational areas such as the Fishery Officers Cadet Program where
groups of new recruits are brought into the organization without being initially assigned to
specific positions. Generic recruiting is also used in more general areas such as the
Management Trainee Program (MTP) where MTP candidates are assigned to generic
management trainee positions.

Based on projected annual vacancies, the volume of vacancies to be filled would justify
generic competitions for recruiting staff in similar occupational areas. These competitions
could be held 1-2 times a year to create a pool of new recruits to the Department who
would then go through an orientation program of 3-6 months duration, until they are placed
in their substantive positions. The orientation program would provide participants with a
broad exposure to the department and a better understanding of the different aspects of the
Department's work. This increased understanding would potentially lead to increased co-
operation between different sectors and organizations in the Department. It would also
ensure that has access to the best candidates by timing the competitions according to
secondary and post-secondary graduations. Generic competitions could also be used for
non-entry level staffing to create pre-qualified pools of candidates.

Recruitment and Staffing Recommendations

The National Workplace Improvement Initiative on Recruitment should develop integrated

recruitment strategies linked to man power planingneeds, and based on sound Human
Resource Planning. These strategies should include the following elements:

 generic recruiting and staffing to create pre-qualified pools for relatively similar
occupational areas linked to an improved orientation program;

 increased use of the Student Bridging Program for recruitment of Indeterminate

employees; and

 increased use of recruiting and staffing programs that are linked to structured and
formal career paths such as those for entry level Fishery Officers, Hydrographers,

33
 Marine Communication and Traffic Officers, Electronic Technicians, and the
Administrative Officer-to-Review Officer Program of the Audit and Evaluation
Directorate.

The Director General of HR should ensure that the Internet site has a prominently
displayed link to "Employment Opportunities" which can be modeled on the Statistics
Canada site.

The National Workplace Improvement Initiative on Recruitment should evaluate the

potential of the Recruitment Outreach Officer Program, of the Central and Arctic Region,
for use in other regions.

Man power Planning

Man power planingSupport Requirements

Most staff realize that they have an important role to play in their own man power
planingand development but many are not clear on how to assume this role, nor are they
clear on what future opportunities exist in . Departmental employees also believe that
support from and its managers is essential for successful career development programs.

An essential part of an organization's support to employee man power planingis access to

effective self-assessment tools that assist in the development of personal career plans. A
Career self-assessment toolbox, developed by Corporate Services, will soon be available to
staff on the Intranet. Funds are required, however, to further develop and maintain this
toolbox. In many instances staff will require assistance in analyzing and interpreting
assessment results. In most situations managers could be trained to provide basic support to
their staff in planning their careers. In other situations, however, staff may require access
to specialized support from professionally trained career counselors.

Pacific Region is creating an Employee Development Centre to provide employees with

tools, advice and assistance in career assessment, career counseling, man power planingand
training.

Most regions, with the notable exception of the National Capital Region, have inter-
departmental arrangements for sharing career development facilities and services; however,

34
these services are often not widely used by employees because of geographic distance to
the career development centres.

In the NCR, Citizenship and Immigration Canada (CIC) has an established Career
Development Centre that is not fully utilized. This centre is only a half block away from the
main office at 200 Kent Street. Preliminary discussions have been held with CIC
representatives, who are open to pursuing the possibility of a joint venture to share career
development centre facilities, material and staff.

Annual Man power planingand Development Discussions

The Annual Performance Appraisal traditionally has been seen as the primary opportunity
for departmental staff to discuss learning and career development plans. Appraisals are no
longer forwarded to 's Human Resources directorate, therefore the exact number of
employees who actually receive Performance Appraisals is not known. However, based on
interviews conducted during the review, it is estimated that less than 50% of employees
receive an Annual Performance Appraisal.

Among the reasons cited for not undertaking Annual Performance Appraisals were:

 supervisors' workloads;
 the usefulness of appraisals is not apparent since they are used only rarely to support
staffing actions; and
 supervisors are not comfortable discussing performance with employees.

Most Assistant Deputy Ministers and Regional Directors General do not enforce the
requirement for annual appraisals for all employees. However, the Director General Pacific
Region recently has stressed the requirement for all Pacific managers to annually undertake
and document performance appraisals.

In 1999, the Conference Board of Canada published a report "Business Excellence...How

Organizations Survive in an Age of Turbulence". The report contains lessons from the 1998
study tour of the Forum for Business Excellence. Chapter 5.0 of the report emphasizes that
world-class organizations create organizational climates to encourage two-way
communication between managers and employees.

35
Health Canada, Statistics Canada and the Solicitor General of Canada are examples of
federal organizations that emphasize the importance of annual employee-manager career
discussions. The focus of these two-way discussions, however, is more on man power
planingand development than on an evaluation of past year performance. Typical topics for
discussion during these annual meetings include:

 status of last year's personal learning and career development plan and employee's
and supervisor's commitments;
 employee skills, values, interests and aspirations;
 next assignment/job desired by employee;
 competencies required for current position, new assignments aspired to, and for
supporting the organization's objectives as well as the supervisor's Accountability
Accord;
 mandatory/helpful learning activities for current and next position or retirement
plans;
 ways in which the supervisor can support the employee's career growth and job
satisfaction; and
 agreement and commitment on the next steps that the employee and the supervisor
will take over the next year, including an implementation timetable.

The results of these man power planingand discussions are documented and kept on file for
reference during the next year's discussion.

Similar career development discussions as those described above could be undertaken in .

They would provide an opportunity for a more positive focus to manager-employee career
discussions than the current Annual Performance Appraisal format. A copy of a potential
"Learning and Development Plan" that would be created as a result of annual personal
learning and development dialogues, is provided in Appendix E.

Rated Performance Appraisals would still take place where required, for example, for
performance pay and special career development programs, or when specifically requested
by employees or their managers. Feedback on job performance is also something that
departmental staff should expect from their managers on a continuous basis throughout the
year.

36
Man power planingRecommendations

The Director General of HR should re-orient the Annual Performance Appraisal process to
increase the focus on career development through the use of Annual Learning and
Development Plans for all staff.

ADMs and RDGs should ensure that all managers understand they are accountable for
undertaking annual learning and career development discussions with each member of their
staff and for documenting these discussions in Annual Learning and Development Plans.
Rated Annual Performance Appraisals should still be undertaken where required or
requested.

The Director General of HR should be provided with sufficient funds to be accountable for
the ongoing development and maintenance of the Career Development Toolbox.

The National Workplace Improvement Initiative on Career Development and Learning

should coordinate the development of training programs for managers and staff on how to
undertake and support effective man power Planning.

The National Workplace Improvement Initiative on Career Development and Learning

should evaluate the effectiveness of the Pacific Region's Employee Development Centre for
potential application in other Regions.

The Director General of HR should negotiate with Citizenship and Immigration Canada
(CIC) to determine the feasibility of creating a joint Career Development Centre in the
NCR which utilizes the existing centre in CIC.

Career Development

Overview

In today's world of fast paced change, a goal of most organizations, including , is to

become a "learning organization". One way to become a learning organization is through
formal training such as classroom training, conferences, correspondence/web-based or
computer based training, and formal on-the-job training programs. Other significant
learning can take place through experiences, whether it is via new life experiences, or

37
organizational opportunities such as special projects or assignments. The focus of this
section is on the formal training elements of a learning organization. Organizational
learning through experience, is covered in subsequent sections on assignments, career
development programs and mentoring.

Entitlement Versus Needs Based Approach to Training

The 10-Day Training Policy is either viewed by staff as meaningless, or seen as a

statement that each employee is "entitled" to 10 days of training. The inference for many
is that training is not necessarily based on need or requirement but entitlement. The attempt
to clarify training as also meaning assignment opportunities and other experiences outside
one's job description, only serves to make the 10-day policy even less meaningful for many
staff. The reality in is that some staff require more than 10 days of formal training in any
given year, some less.

Linkage of training to organizational and individual career/personal development

requirements for many employees is not well defined. The linkage to organizational
requirements has been well defined in some organizations where training is required by
legislation or specifically defined as part of developmental/operational programs (e.g., CCG
Fleet, Fishery Officers, Electronic Technicians, and Hydrographers).

Many employees do not have annual Performance Appraisals, and therefore often do not
have meaningful discussions with their managers pertaining to training requirements. For
those who do receive an Annual Appraisal, the discussion on career development/training
requirements often can be inhibited by the performance assessment focus of the session.
Training can become more of an ad hoc process linked to employees' personal interests, the
availability of training courses and the availability of money and time for training.

Resources Allocated to Training

Lack of resources to support training initiatives as well as a lack of staff time to attend
training courses are often cited by managers and staff as significant barriers to undertaking
required training in . Some Program Review cuts reduced training budgets, which were
treated as discretionary.

38
The overall lack of training resources is further compounded in organizations which have
24 hour, seven-day per week operations. For these organizations, Program Review
reductions greatly reduced staff level positions that had allowed for a given percentage of
the staff to be away from the job on training. Without these additional "training positions"
organizations such as the CCG Fleet are forced to back-up staff on training with temporary
replacements for which there are no allocated salary dollars. If additional training dollars
are made available, they often cannot be fully utilized because there are insufficient salary
dollars to cover staff replacement costs. In most regions organizations such as the CCG
Fleet and CCG Technical Services are experiencing great difficulty in ensuring the
provision of even mandatory and high priority training linked to the support of key
operational systems.

In the publication, Performance and Potential 1999, the Conference Board of Canada
reports the average company in Canada spends 1.6% of payroll budget on training. The
average in the United States is 1.8%, whereas the average in Europe is 3%. World-class
operational and technical organizations typically spend in the 5% range. Statistics Canada,
which is a more centralized and homogeneous organization than , spends 3% of total
budget on training.

Leadership and Interpersonal Skills Training

The Management Continuum Program is generally viewed by those who have attended
one of the series as excellent leadership/management training. There were, however,
concerns expressed related to the long length of each module of the continuum, i.e.
minimum of two weeks for Management Continuum 1 to three weeks for module 3. It has
often proven difficult for staff to schedule these relatively large blocks of time for training.

Although Federal Government departments often co-operate regionally in various HR

related initiatives, there is little evidence of co-operation in the delivery of generic
leadership or interpersonal skills training. The Management Continuum 1 management
program is somewhat tailored for staff; however, most of the concepts and principles
which make up the course elements of this program are generic and would apply to
managers in virtually any organization. Many federal government departments have small
offices in relatively small urban or remote centres where it is not cost effective for one
department to provide training for its relatively few employees. If had a more generic

39
approach to basic leadership and personal skills training, including the Management
Continuum 1 course, there would be more opportunities to co-operate in joint ventures with
other Federal Government departments in the delivery of generic leadership and
interpersonal skills training.

Research in the field of adult learning has shown that shorter training interventions,
opportunities to practice in real situations what has been learned and follow-up, are more
effective in terms of changing behaviour than long program type courses. In addition,
interpersonal skills training tends to be more effective in an organizational context when all
members of the organization receive the same training in approximately the same time
frame. The Corporate Services organization's three day "Transformation" course for all its
supervisors as well as its one day "Customer Service" course for all staff, are examples of
this approach.

Another approach to utilizing short-duration training interventions are commercially

available generic leadership and interpersonal skills training packages. These packages are
used by many organizations to augment their traditional management training programs.
The courses are usually structured as half-day to one-day sessions and are often given by
certified in-house staff who facilitate the sessions on a part-time basis as a developmental
opportunity outside their regular duties.

Support For CCG Fleet Staff Career Training and Development Planning

CCG Fleet staff, especially Ship's Crew is disadvantaged with regard to career development
and training because of the lack of management continuity resulting from the transfer of
Ship's Officers and Ship's Crew from one ship to another. Annual Training Plans or
Training Request Forms are only endorsed by a Ship's Captain or Chief Engineer; the actual
decision on what training a Ship's Officer or Crew member actually receives is usually that
of the shore-based Fleet Training Office. These offices are under-resourced to the point that
they cannot advise Fleet staff on career development training options, or even provide them
with feedback on why training requests were denied.

40
Management of the Training Function

Training Information Systems

As stated above, Abacus does not accurately reflect all training related costs in . In
addition, information systems to record training plans and the training taken are not widely
available in . Some organizations, such as most regional Conservation and Protection
Training Offices, and CCG Fleet Training Coordinators, do record training plans and
training history in various types of regional and national databases. The departmental HR
system PeopleSoft has a functional training information module that has only been partially
implemented in some regions.

For the most part does not have adequate systems for recording employee training, and
associated costs. Without such information it is difficult to efficiently track individual
employees' training history and training plans as well as develop sound departmental
policies and strategies pertaining to the training function.

Fairness of the Training Allocation Process

staff interviewed as part of this review expressed the desire that the planning and
allocation of formal training be transparent, open and fair. When decisions on who receives
what type of training appear arbitrary or based on perceived favoritism, morale is usually
affected in a negative way. Decisions to approve significant training programs for
individual employees, such as Executive MBA programs, are often made at the regional or
sector level and usually funded by an employee's home organization. One of the key factors
in the decision is usually the ability of the sponsoring manager to fund the training. Well
qualified and deserving staff from organizations which are not as financially able to
sponsor an MBA candidate are not usually considered.

The Learning Network

The Learning Network was originally created as a forum for staff who had a significant
interest in the training function. This network would regularly meet to share best practices
and formulate learning strategies for . This network has not been convened by the
Corporate HR Training Branch in over 18 months. Significant training related issues such
as "web-based learning" have not been addressed in a coordinated way by the Department.

41
If re-instituted, the Learning Network could make a valuable contribution to addressing this
and other issues, as well as contribute to the overall goal of making a learning
organization.

Training Recommendations

All managers should ensure that a "reasonable" level of resourcing be protected to fund
training. The level of departmental funding in support of training should be monitored to
ensure that it approximates the acknowledged benchmarks of comparable organizations
recognized as learning organizations.

The Director General of Finance and Administration should ensure that departmental
accounting and financial systems accurately record expenditures associated with training,
including those expenditures of the Canadian Coast Guard College that are directly
attributable to the training of staff.

The National Workplace Improvement Initiative on Career Development and Learning

should evaluate the potential for joint interdepartmental delivery of generic management
and personal skill courses, especially in those centres which have relatively small numbers
of employees.

The Regional Directors of CCG should ensure that processes are in place to provide a
reasonable level of career development and training advice and support to CCG Ship's
Officers and Ship's Crew.

The Deputy Minister should ensure that support to employees for significant training
programs, such as Executive MBA programs, is approved at the Departmental level, based
on criteria that ensure the process is fair and transparent.

The Director General of HR should re-institute the Learning Network, at least as an

electronic forum, where representatives from all sectors and regions involved in the
training/learning function can share ideas and support the Department in developing
learning strategies for the future.

Assignments Observations

42
There is a general perception that the selection process for job assignments is neither fair
nor transparent. Moreover, heavy workloads and lack of resources discourage managers
from encouraging employees to seek assignments as a means of learning and development.
Managers are sometimes reluctant to approve assignments because they must back-fill
substantive positions on a temporary basis, and this temporary replacement status can often
last for several years. The use of Special Assignment Pay Plan (SAPP) positions for some
long-term assignments where the assignee has little or no intention of returning to his/her
substantive position, would enable managers to replace some of those on assignment with
indeterminate staff.

The newly developed Government of Canada "Career Opportunities System" web-site, in

which is a participant, provides a mechanism for matching managers' assignment
requirements with interested employees who possess the right competencies. However,
there are currently no departmental guidelines that make it mandatory for all significant
assignments to be posted on the "Career Opportunities System".

The Pacific Region is in the process of designing a "Personal Development Partnership

Program (PDPP)" which is, in essence, an assignment program that aims to enhance overall
capability, knowledge, and employability of employees and to provide managers with a
more skilled workforce to meet program demands. The PDPP program focuses on the
principles of transparency and fairness. In addition, it covers back-filling and other direct
operational costs in order to ensure that these costs are not a burden on participating
managers.

The PDPP would be coordinated by the Regional Career Management Advisor of the
Pacific Region's Employee Development Centre. The program would match assignment
opportunities, as identified by participating managers, with interested candidates from a
database developed from employee Career Plans. The Employee Development Centre
would post notice of the assignment opportunities to solicit candidates. Managers would
then select a trainee from a list of prospective candidates, and in conjunction with the
selected trainee, would develop a proposal for partnership to submit to the program. A
PDPP Committee would then rank proposals and make final selections. The proposed
PDPP also includes a regional fund to help defray the travel and accommodation costs for
those filling assignments from outside the geographic area of the assignment.

43
Assignments Recommendations

ADMs and RDGs should ensure that all assignment opportunities longer than three months
are forwarded to Regional HR Advisors for posting on the Government of Canada's "Career
Opportunities System" internet site.

The National Workplace Improvement Initiative on Career Development and Learning

should evaluate Pacific Region's Personal Development Partnership Program for use in
other regions.

The Director General HR should seek authority from the Treasury Board, to expand the use
of the Special Assignment Pay Plan for training and development of employees on long-
term assignments.

Career Development Programs

High Potential Employee Program (HPE) Observations

The majority of managers and employees interviewed believe that this initiative should be
discontinued because the selection criteria appear to be both secretive and arbitrary. In
addition, the program, for the most part, targets senior level staff and excludes intermediate
and junior levels. Since the Management Trainee Program (MTP) is restricted to entry
level, while the Career Assignment Program (CAP) is focussed on senior intermediate and
senior level staff, there is no existing development program for the majority of the
intermediate level staff. A proposal by the Director General of HR to eliminate the HPE
program is currently under consideration.

The Atlantic Region of Canada Customs and Revenue Agency (CCRA) has developed a
formal Management Development Program that is open to all employees regardless of
level. Its objective is to develop employees who demonstrate managerial potential and
current managers who demonstrate the potential to progress to more senior positions. Entry
to the program is once a year, and the selection is based on assessment against published
pre-requisites and competencies. Although the assessed generic management competencies
are the same as those for CAP and EXDP, the assessment mechanisms are less intensive.
The length of the program is customized to the needs of each participant and mobility
considerations are negotiated on a case-by-case basis.

44
High Potential Employee Program Recommendation

The Director General of HR, ADMs and RDGs should discontinue the High Potential
Employee Program and replace it with a fair and transparent regional management
development program that includes all levels of staff, similar in concept to Canada Customs
and Revenue Agency's Atlantic Region Management Development Program.

Management Trainee Program (MTP) Observations

In the MTP as presently administered by the HR Executive Services Branch, provides

only 50% of an MTP participant's salary to fund departmental assignments. In several other
departments, 100% of an MTP participant's salary for departmental assignments is funded
centrally. These departments have found that a centralized full funding approach for
departmental MTP assignments helps ensure that assignments are relevant and of high
quality from the perspective of the career development requirements of the MTP
participants.

The administration and co-ordination support to MTP participants by the HR Executive

Services Branch, especially support in securing assignments, is significantly higher in most
other departments than in . The lack of support is a concern to many MTP participants.

Management Trainee Program Recommendations

The Director General of HR should centrally fund 100% of Management Trainee Program
trainees' salaries while they are on assignment in the Department.

The Director General of HR should ensure that additional staff support is provided to the
Executive Group Services Branch to enable it to more effectively administer and co-
ordinate the Management Trainee Program.

Career Assignment Program (CAP) Observations

Although CAP has been redesigned with less emphasis on mandatory mobility
requirements, the perception persists that mobility is essential for selection to CAP.

During interviews employees frequently quoted mobility as a concern and a disincentive to

apply for CAP. The program is perceived as one designed primarily for employees in the

45
National Capital Region. It is suggested that where mobility is absolutely essential,
assignments could be of a shorter three to four month duration and completed on a travel
status basis. Assignment opportunities with other organizations, for example provincial
governments, could also be considered as a way of providing important experience within
the home geographic location of CAP participants.

There is inadequate program and administrative support to CAP participants in . Support to

CAP is significantly higher in other departments surveyed.

Career Assignment Program Recommendations

The Director General of HR should ensure that mobility requirements for Career
Assignment Program participants be established on a case-by-case basis and that
participants have the option to complete most assignments in their current home geographic
location.

The Director General of HR should ensure that additional staff support is provided to the
Executive Group Services Branch to enable it to more effectively administer and co-
ordinate the Career Assignment Program.

Mentoring Observations

The Nova Scotia Federal Council, of which is a member, defines mentoring as a

supportive relationship between two individuals: one who agrees to share the benefits of
his/her personal work experience, commitment and achievement of goals, and another who
needs support and wants to achieve their full potential. The nature of the relationship varies
with the personal styles of the partners. Mentors are trained volunteers, and "mentees"
select their own mentor(s) from information recorded on an electronic system.

Members of the Nova Scotia Federal Council have had access to an on-line mentoring
program for some time. Initially it was developed in Halifax by Health Canada (HC) to
address national HC audit recommendations. HC's on-line mentoring system currently is
available to all federal employees in all regions in Canada; HC will provide two-day mentor
training to volunteers from all federal departments in all regions, on a cost-recovery basis.
In addition, HC will respond to requests from departments for customizations of its on-line
mentoring system if costs are recovered or shared.

46
's Maritime Region has promoted the benefits of using HC's on-line mentoring program,
training has been offered to volunteer mentors, and employees may choose more than one
mentor from more than one department.

One of the NWIIs, chaired by the Deputy Commissioner CCG and Regional Director
General Newfoundland, will focus on mentoring.

One of the key priorities of the Strategic Plan is Program Integrity. The role of effective
human resource and workplace strategies in determining the success of a department's
program delivery makes human resource management a program integrity issue in its own
right. The significance of this fact is not one that is just now emerging as an important
organizational success factor. Over two hundred years ago, the essence of this was
recognized and expressed as follows:

"Vitally important as the planned maintenance of a ship's machinery may be, all the effort
devoted to it is expended in vain if the planning does not contribute to the efficiency and
well-being of the maintainer..."

The attached document provides a template for the development of Sector and Regional
human resource plans. These plans are an integral component of the business planning
process in the Department of Fisheries and Oceans and are intended to support the three-
year business plans.

The purpose of a human resource plan is to highlight gaps between the current work force
and the desired work force, and then to establish goals and strategies to address the
identified gaps.

The human resource planning process is intended to benefit local Sector/Region

management by helping them to "think through" their key human resources issues, develop
structured plans to address those issues and to identify any assistance they need to achieve
their plans. It also provides senior management with an overview of planned human
resources activities in the Department so they can assure themselves that statutory
obligations (e.g. official languages, employment equity) will be met and that the
Department will have the people it needs to achieve its business plans. Finally, it provides

47
an opportunity to share best practices and to recommend new human resources policies,
programs or procedures that can contribute to future organizational success.

The sections that follow address key human resources planning areas and provide a
common template for considering and describing Sector/Region human resource issues or
challenges, and the plans for addressing them.

Department of Fisheries and Ocean

Sector/Regional Human Resources Plans

FY 2010/11-2011/12

1. Overview of HR Issues

Provide an overview of the key human resources issues and challenges described in your
business plan. In particular, identify any significant changes to the composition of the work
force over the next three years, e.g. new skills and behaviors, work force adjustment
situations, etc.

2. Organizational Health

a) General

Provide an overview of your plans to address the issue of organizational health in your
Sector/Region.

b) Rewards and Recognition

Describe any programs that are in place or planned which will reward or recognize
employees or teams who demonstrate an exemplary level of performance (output) or
behaviour:

48
 c) Safety and Health

Describe any safety and health issues in your Sector/Region and your plans to address
them. Include reference to any safety and health related training that will be provided
during the review period.

d) Diversity

Describe actions being taken to better manage the cultural diversity of the work force.
Include reference to any diversity-related training that will be provided during the review
period:

e) Anti-Harassment

Describe your plans to deal with harassment complaints. Also describe any plans to use
alternative conflict resolution methodologies or to provide training in conflict resolution.

3. Man power planingand Recruitment

a) Man power planing

Man power planinginvolves the identification of key positions in the organization and the
development of strategies (e.g. internal or external recruitment and/or employee
development strategies) to ensure qualified candidates are available to fill these positions
should they become vacant.

A "risk assessment model" has been developed to help in assessing which occupational
groups are most at risk of developing vacancies. This model also assesses the relative
impact of these projected vacancies on the organization's ability to achieve its objectives.
The model can also be used for individual position vulnerability assessment to identify
specific positions which have a high likelihood of becoming vacant and are critical to the
achievement of the organization's objectives.

The risk assessment model will be a significant factor in determining recruitment strategy.

List the key positions or categories of positions (occupational groups) that may become
vacant during the planning period and strategies to ensure continuity in these positions.

49
Key Positions Strategy for Ensuring Continuity

Describe developmental assignments or secondments that are currently in place or are

planned during the planning period:

Employee Name Job Classification Nature and Purpose Duration (from/to)

b) Recruitment

The objective of this sub-section is to identify current and anticipated vacancies and to plan
a staffing strategy to respond for each of the next three years. Recruitment and staffing
action is influenced by factors such as:

 anticipated departures from the organization due to retirements, resignations and

redeployments of staff,
 the availability of qualified candidates for promotion or transfer,
 employment equity requirements,
 the initiation of new programs and changes to existing programs, and
 the need to acquire new competencies, i.e. knowledge, skills and behaviours.

Describe in a few paragraphs the major recruitment and staffing initiatives anticipated for
each of the next three fiscal years as well as the staffing strategies the Sector/Region
intends to employ.

Provide more detailed information by specifying in the table below:

 the number of anticipated recruitment and staffing actions over the next three years
 the reasons for each (e.g. new position, retirement, etc.) and
 the anticipated strategy for filling vacancies (e.g. external recruitment; open
competition; etc.).

Anticipated Staffing Actions

Job Class. 2009/10 2010/11 2011/12

No Reason Strategy No. Reason Strategy No. Reason Strategy

50
Given the actual and target representation of the employment equity designated groups in
the Sector/Region, identify the percentage of total recruitment that would be necessary of
each noted group, in order for reasonable progress to be made towards your targets. (Note,
Employment Equity statistics pertaining to your organization are available from your HR
Advisor.)

Representation
Designated Group
Actual % Target

Aboriginal Peoples

Disabled

Visible Minorities

Women

Describe your plans to close gaps between the actual and target representation for each
designated group. For example, using special Employment Equity Program authorities,
such as increasing the area of recruitment selection for EE candidates.

4. Retention

This section is devoted to retention issues, strategies and recommendations.

Do you have any retention issues in your Sector/Region?

Do you have any retention plans or strategies in place? Yes ____ No ____

Describe any plans or strategies that you have to retain staff:

Do you have any recommendations that would improve the Department's success with
employee retention?

5. Training and Career Development

Describe the training courses planned for the next three years, the classification and number
of employees who will attend each type of training, and whether the training is operational
(related to current duties or current needs) or developmental (related to anticipated future

51
duties or needs). Note: It is recognized that you may not be able to forecast specific training
plans three years into the future. If you cannot provide detailed plans for year two or three
of the plan, please provide as much information as possible on the types of training and the
categories of employees who will require the training.

Oper. (O)
Course Name Job Classif. No. of Staff
Dev. (D)

2009/10

2010/11

2011/12

Based on the above information, what are your anticipated training expenditures in each
year, both in absolute amounts ($) and as a percentage of salary budget (%):

Describe any other plans you have to enhance the career development of employees during
the planning period, e.g. coaching/mentoring programs, education leave, etc.:

6. Official Languages

a) Language of Work Issues

If your Sector/Region is not in a designated bilingual area, that is: the National Capital
Region, New Brunswick, the Gaspé, or Sault Ste. Marie areas, then go to part (b). If you are
in a designated bilingual area, compare the language profiles of all of your positions with
the language capabilities of the position incumbents. Where the incumbents do not meet the
language requirements of the position that they occupy include the training or other steps
that are planned to address this discrepancy:

Language Profile
Employee Name Action Planned
Incumbent Position

What actions are being taken to ensure that the work place is conducive to the use of both
official languages, e.g. bilingual work tools, bilingual meetings, etc?

52
b) Service To The Public

What action is being taken to ensure that the Sector/Region is able to provide service to the
public at offices designated to provide services in both official languages?

c) Official Languages Program Management

What actions are being taken so that the composition of the Sector/Region staff reflects the
presence of both official language groups, ie. Anglophone/Francophone balance? The reply
should take into account the geographic situation, mandate and other relevant factors.

This information will be helpful in preparing the Department's annual progress report to
Treasury Board on Official Languages.

7. Best Practices

Do you believe that you have developed any best practices in human resources management
in your Sector/Region that could be beneficial to other parts of the Department? If yes,
please describe them below.

8. Impact and Support Required

Will your human resources plans have an impact on any other Sector/Region? If yes,
explain the impact below:

Do you need assistance or support, other than what has been described in earlier sections, in
order to succeed with the implementation of your human resources plans? If yes, describe
the required assistance or support below:

9. General Recommendations

The purpose of this section is to give managers an opportunity to influence the

Department's plans for the modification of existing, or the development of new, human
resources policies, programs, procedures or tools. Describe any problems caused by
existing policies, programs, procedures, or tools or any new policies, programs, procedures
or tools that you believe will help you to better achieve your business plan objectives.

53
 CHAPTER-IV

DATA ANALYSIS & INTERPRETATION

54
1. Your organization offer Man power planning for you?

a) Yes b) no c) sometimes

Category Number of respondent percentage

yes 100 100%

no 0 0%

sometimes 0 0%

100
90
80
70
60
Number of respondent
50
percentage
40
30
20
10
0
yes no sometimes

As per the survey it was found that organization provide Man power planning

for each employee in the organization

55
2. In which areas Man power planingis provided to you?

a) Company policies & procedure b) technical skills

c) Problem solving capabilities d) all the above

Category Number of respondent percentage

Company policies & 0 0%

technical skills 0 0%

Problem solving 0 0%

all the above 100 100%

100
90
80
70
60
50 Number of respondent
40 percentage
30
20
10
0
Company technical Problem all the
policies & skills solving above

As per the survey it was found that the organization provides Man power

planning for employee in all areas

56
 3. Do you think increase your performance, commitment & motivation?

a) Yes b) no c) sometimes

Category Number of respondent percentage

yes 83 83%

no 0 0%

sometimes 17 17%

90
80
70
60
50 Number of respondent
40 percentage
30
20
10
0
yes no sometimes

As per the survey it was found that 83% of the employee feels that training

programmes increase the performance, commitment & motivation, and 17% feels

sometimes

57
4. do you think that, you are acquired some new skills & knowledge from Career

programmers?

a) Yes b) no c) sometimes

Category Number of respondent percentage

yes 65 65%

no 0 0%

sometimes 35 35%

70

60

50

40 Number of respondent

30 percentage

20

10

0
yes no sometimes

As per the survey it was found that 65% of the employee feels that they

acquire some skills & knowledge from Career programmers, and 35% feel

sometime.

58
5. Do you think that Career & Man power planning programmers create some

competitive environment at work place?

a) Yes b) no c) sometimes

Category Number of respondent percentage

yes 73 73%

no 0 0%

sometimes 27 27%

80

70

60

50
Number of respondent
40
percentage
30

20

10

0
yes no sometimes

As per the survey it was found that 73% of the employee feels that the training

programmes create some competitive environment at workplace, and 27% feel

sometime.

59
6. If yes…! How it is effecting?

a) Motivating b) demotivating

c) Sometimes motivating and sometimes demotivating

Category Number of respondent percentage

Motivating 48 48%

demotivating 0 0%

Sometimes motivating 52 52%

60

50

40

30 Number of respondent
percentage
20

10

0
Motivating demotivating Sometimes
motivating

As per the survey it was found that 48% of the employee feels that motivating and

52% feel that Sometimes motivating and sometimes demotivating.

60
7. Career Man power planning programmers are beneficial to the organization?

a) Yes b) no c) sometimes

Category Number of respondent percentage

yes 93 93%

no 0 0%

sometimes 7 7%

100
90
80
70
60
Number of respondent
50
percentage
40
30
20
10
0
yes no sometimes

As per the survey it was found that 93% of the employee feels Career Man

power planning programmers are beneficial to the organization and 7% feel

sometimes.

61
8. What are your organization’s objectives in conducting training programmers for

Career Succession Planning?

a) Accuracy b) speed up

c) Increase skill & knowledge d) all the above

Category Number of respondent percentage

Accuracy 16 16%

speed up 0 0%

Increase skill & know 32 32%

all the above 53 53%

60

50

40

30 Number of respondent
20 percentage

10

0
Accuracy speed up Increase all the
skill & above
know

As per the survey it was found that 15% of the employee feel that organization

objective to conduct training programmers is for accuracy,32% for increase skill

& knowledge, 53 for all the above.

62
9. if you are not provided with a trainer, then on whom do you depend?

a) HR department b) line manager

c) Immediate supervisor d) any other

Category Number of respondent percentage

HR department 95 95%

Line manager 0 0%

Immediate supervisor 0 0%

Any other 5 5%

100
90
80
70
60
50
40
30 Number of respondent
20
10 percentage
0

As per the survey it was found that 95%of employee says depend on hr

department for training programmes and 5% on any other.

63
10. Do you think, in your organization Man power planning training programmers

are effective?

a) Yes b) no c) sometimes

Category Number of respondent percentage

Yes 83 83%

No 0 0%

sometimes 17 17%

90
80
70
60
50 Number of respondent
40 percentage
30
20
10
0
Yes No sometimes

As per the survey it was found that 83% of the employee feels that organization

Man power planning programmes are effective and 17% feels sometimes.

64
11. Is your trainer show partiality towards employees?

a) Frequently b) no c) occasionally

Category Number of respondent percentage

Frequently 0 0%

No 100 100%

occasionally 0 0%

100
90
80
70
60
Number of respondent
50
percentage
40
30
20
10
0
Frequently No occasionally

As per the survey it was found that 100% of the employee feels that trainer

does not show any partiality towards employee.

65
12. Do you think that training programmes (career) efforts help management in

reaching objectives?

a) Yes b) no c) sometimes

Category Number of respondent percentage

Yes 68 68%

No 0 0%

sometimes 32 32%

70

60

50

40 Number of respondent

30 percentage

20

10

0
Yes No sometimes

As per the survey it was found that68% of the employees feels that training

programmes (career) will help the management to reach the objective and 32%

feels sometimes.

66
13. Along with Succession programmes, do you need any other motivational

programmes to get success at work place?

a) Yes b) no c) sometimes

Category Number of respondent percentage

Yes 35 35%

No 12 12%

sometimes 53 53%

60

50

40
Number of respondent
30
percentage
20

10

0
Yes No sometimes

As per the survey it was found that 35% of the employees feels that the need

some other motivational programmes to get success at work place and 12% feels

no, 53% feels sometimes.

67
14. Do you think that Career & Man power planning programmes should be provided

on the basis of performance of employees?

a) Yes b) no c) sometimes

Category Number of respondent percentage

Yes 45 45%

No 15 15%

sometimes 40 40%

45
40
35
30
25 Number of respondent
20 percentage
15
10
5
0
Yes No sometimes

As per the survey it was found the 45% of employees feels that training

programmes should be provide on the basis of performance ,15% feels no, 40% feels

sometimes.

68
15. What are the suggestions you give regarding training programmes?

a) Everything is good b) some changes in training

programmes

Category Number of respondent percentage

Everything is good 97 97%

Some changes in 3 3%

training programmes

100
90
80
70
60 Everything is good
50
40 Some changes in training
30 programmes
20
10
0
Number of percentage
respondent

As per the survey it was found that 97% of the employees feel that everything

is ok in organization training programmes and 3% feels some changes in training

programmes.

69
 CHAPTER-V
 FINDINGS

 CONCLUSION

 SUGGESTIONS

 QUESTIONNAIRE

70
 FINDINGS

1. Man power planning programmes provided by is almost good but It has to improve.

2. Organization should focus on the benefits that are aimed towards self improvement

since of the employees satisfied.

3. Opportunities for career growth and the security for job is good

4. Organization provides training programmes on the basis of employee performance.

5. Organization training programmes are effective and it is reaching employees.

6. The relationship between employee and management is good at Work place.

7. In organization employee almost depend on HR department for Training programmes

(Man power Planning).

71
CONCLUSION

 The report in Man power planning Heritage foods ind ltd() has brought into light
the total picture of the employee’s attitude towards their Man power Planning.

 Most of the respondents have expressed that they are interested in the on- the- job
method in their training in Man power Planning.

 Most respondents expressed that feedback is collected from all the participants in
the program.

 The employee in the organization are well participated in programs.

 The training is being given to the employees at regular interval.

 Most of the employees are very much satisfied about the selection of the candidates
for Man power Planning.

 Most of the employees are expressed that the Man power planning programmed is
imparting the latest technology in the market.

 Most of the employees agree with the Man power planning programmed meet pre-
specified objectives.

 Most of the employees are responding positive with the Man power planning
programmed conducted in the organization.

72
 SUGGESTIONS

1. Along with t Man power planning programmes organization should provide some other

motivational programmes

2. Implement training institutions at near the organizations

3. Evaluate cost of training and its result of Man power Planning.

4. Frame the training programs chart and proper care should be taken while conducting the

Career training.

5. A proper performance appraisal system should be adopted.

6. In my opinion if the above suggestions are followed total training programme.

7. Feedback must be collected from the entire trainer

8. Organization should provide immediate supervisor solving employee’s problem

73
 QUESTIONNAIRE

Dear sir/madam

I, am XXXXXXXXXX a student of M.B.A 2nd semester studying at

XXXXXXXXXXXXXXXX, XXXXXXXXX, Hyderabad. As a part of curriculum I

am required to submit a project report in the area of human recourse management

on a topic “Man power planning ” I request your kind self to help me by sparing

valuable time and responding the following questions.

Yours

Faithfully

XXXXXXX

Name of the respondents;

Age :

Education :

Department :

Designation :

74
 QUESTIONNAIRE:

1. Your organization offer Man power planingfor you?

a) Yes b) no c) sometimes

2. In which areas Man power planingis provided to you?

a) Company policies & procedure b) technical skills

c) Problem solving capabilities d) all the above

3. Do you think increase your performance, commitment & motivation?

a) Yes b) no c) sometimes

4. do you think that, you are acquired some new skills & knowledge from Career &

Man power planning programmes?

a) Yes b) no c) sometimes

5. Do you think that Man power planning programmes create some competitive

environment at work place?

a) Yes b) no c) sometimes

6. If yes…! How it is effecting?

a) Motivating b) demotivating

c) Sometimes motivating and sometimes demotivating

7. Man power planning programmes are beneficial to the organization?

a) Yes b) no c) sometimes

75
8. What are your organization’s objectives in conducting Man power planning

programmes?

a) Accuracy b) speed up

c) Increase skill & knowledge d) all the above

9. If you are not provided with a trainer, then on whom do you depend?

a) HR department b) line manager

c) Immediate supervisor d) any other

10. Do you think, in your organization Man power planning programmes are

effective?

a) Yes b) no c) sometimes

11. Is your trainer show partiality towards employees?

a) Frequently b) no c) occasionally

12. Do you think that training (Career) programmes efforts help management in

reaching objectives?

a) Yes b) no c) sometimes

13. Along with training Man power planning programmes, do you need any other

motivational programmes to get success at work place?

a) Yes b) no c) sometimes

76
14. Do you think that training programmes should be provided on the basis of

performance of employees?

a) Yes b) no c) sometimes

15. What are the suggestions you give regarding training programmes?

a) Every thing is good b) some changes in training

programmes

Signature of employee

77
 BIBLIOGRAPHY

K.V. SUBBARAO PERSONAL/HUMAN RESOURCE MANAGEMENT,

KONARK PUBLISHER PRIVATE LIMITED,

DELHI, 1996.

L.M. PRASAD PRINCIPLE AND PRACTICE OF MANAGEMENT,

SULTAN CHAND & SONS,

NEW DELHI 1989.

C.B MAMORIA PERSONAL/HUMAN RESOURCE MANGEMENT,

HIMALAYA PUBLISHING HOUSE
25th EDITION 2005,

WEBSITES;

www.google.com

www.capitaliq.com

www.heritage.com

www.nationaldairydevelopmentboard.com

78
79