manpower report sugar

INTRODUCTION

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:

·         Analysing the current manpower inventory

·         Making future manpower forecasts

·         Developing employment programmes

·         Design training programmes

Steps in Manpower Planning

·         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.

·         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:

·         Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique.

·         Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure).

·         Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division.

·         Work Force Analysis: Whenever production and time period has to be analysed, due allowances have to be made for getting net manpower requirements.

·         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.

·         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.

·         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.

·         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.

·         Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational programmers, i.e., incentive plans to be framed for further participation and employment of employees in a concern. Therefore, all types of incentive plans becomes an integral part of staffing function.

·         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.

·         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)

There is no denying the fact that the continual positive development of a business is owing to its effective planning. Making preparations and arrangements on the basis of what is expected to happen and performing tasks in an organized and capable way is one of the important roles of management in that it involves effective planning process. It is through the process of planning as well as designing the organizational structure by assigning an assortment of responsibilities to the employees that business organizations may accomplish their set objectives. The concept that the right person should be employed at the right place and at the right time is vitally important to a business as it includes a wide and comprehensive range of activities in relation to “the management of man” while it entails man power planning, at the same time, being focused on the effective utilization of existing human element as well as fulfilling future needs of manpower in the organizations whenever the situations necessitate. Man power planning is “the process of determining manpower requirements and the means for meeting those requirements in order to carry out the integrated plan of the organization.” Man power planning is indispensable for an organization to perform the activities efficiently as well as in a way that produces desired results.

It should be apparent that the organizational development as well as the success of the business is on account of highly competent people that a business organization keeps. Man power planning is one of the key functions of human resource management that manages to maintain the good will of a business while giving duly importance to the ‘M’ (for Men or human element) than that no other ‘M’ (Machine, Material or Money) is more valuable. It endeavors to the organizational development in totality as well as the success of the business respecting the skills of the employees, their knowledge, experience and talents. It is concerned with effective recruitment and selection process in order that the skilled workers may be made available each and every time that a business requires. Manpower planning is of great significance for various reasons necessitating the process, at the same time, contributing significantly to the achievement of organizational objectives.

Many factors will continue to drive man power planning need in the organizations. It is essential when turnover of labor is to be determined and the situations become inevitable. There are times when the situations give rise to replace the employees who have grown old, who are forced to remain in bed because of illness, weakness, injury, mental disorders or a medical condition involving disturbance to usual functioning of the mind or body. While executing effectively, man power planning process entails analyzing the requirement of present and future vacancies. These situations take place when some employees get retirements, when they are transferred or they are promoted to higher positions. Similarly, it deals with the situations that arise at the time that employees avail their leaves or in case of their absences. In order that the tasks being assigned may be carried out in a way as has been planned or intended, business organizations need personnel possessing necessary qualifications and experience and that is, to all intents and purposes, accomplished through man power planning. In its positive form, it is of great importance to identify the surplus as well as the shortage of the employees so as to move the man power from one area or activity to another in case of the former, whereas latter indicates providing required personnel.

Some of the important tasks concerning the process of manpower planning are man power demand, supply and manpower audit. It involves analyzing total man power requirement and planning accordingly. Subsequently, there is a need of man power supply which is done in both ways, internally and externally. It is needed internally when the employees are transferred or promoted, while the need of external supply arises from the requirement of new workers when a business goes for expansion or changing technology or adopts new methods of production. In addition, the process entails man power audit which is carried out through “Skills inventory”. It encompasses detailed information about each employee. It is through this activity that the overall value of an employee to the organization is determined while it involves analyzing the factors such as, which type of workers need to be hired; whether the remuneration is as good as or slightly better or lesser than others. Adding emphasis on sustaining the skilled workers, man power audit also analyses the factors that interest the employees to leave the current jobs and move elsewhere in order that the necessary measures may be taken leading to the maximum utilization of human resources.

Manpower planning is vital to be in employees’ best interests as well as organizations’. In addition to undertake proper recruitment methods while implementing appropriate selection procedures for the right candidates and preserving the talents of the employees, it focuses on the requirement and the arrangement of training and development programs for the employees who need so as to equip them with their jobs’ requisites and activities. It is focused on the promotion procedures for those who are skilled and can take challenge of doing more advanced tasks than that are being performed currently. It is by means of manpower planning process that the inefficiencies of the employees are observed that necessary training may be provided, while it maintains morale of the employees. The process of manpower planning produces such results that improve productivity; the employees may become more efficient and their performance may be more effective. In this way, they can contribute greatly to the total organizational development and the success of a business that depends upon quantity and quality of human resources.

Manpower Planning Framework

Fig. 1

Obstacles in Manpower Planning

Following are the main obstacles that organizations face in the process of manpower planning:

·         Under Utilization of Manpower: The biggest obstacle in case of manpower planning is the fact that the industries in general are not making optimum use of their manpower and once manpower planning begins, it encounters heavy odds in stepping up the utilization.

·         Degree of Absenteeism: Absenteeism is quite high and has been increasing since last few years.

·         Lack of Education and Skilled Labor: The extent of illiteracy and the slow pace of development of the skilled categories account for low productivity in employees. Low productivity has implications for manpower planning.

·         Manpower Control and Review:

·         Any increase in manpower is considered at the top level of management

·         On the basis of manpower plans, personnel budgets are prepared. These act as control mechanisms to keep the manpower under certain broadly defined limits.

·         The productivity of any organization is usually calculated using the formula:

Productivity = Output / Input

. But a rough index of employee productivity is calculated as follows:

Employee Productivity = Total Production / Total no. of employees

·         Exit Interviews, the rate of turnover and rate of absenteeism are source of vital information on the satisfaction level of manpower. For conservation of Human Resources and better utilization of men studying these condition, manpower control would have to take into account the data to make meaningful analysis.

·         Extent of Overtime: The amount of overtime paid may be due to real shortage of men, ineffective management or improper utilization of manpower. Manpower control would require a careful study of overtime statistics.

Few Organizations do not have sufficient records and information on manpower. Several of those who have them do not have a proper retrieval system. There are complications in resolving the issues in design, definition and creation of computerized personnel information system for effective manpower planning and utilization. Even the existing technologies in this respect are not optimally used. This is a strategic disadvantage.

MODEL OF THE MANPOWER PLANNING PROCESS

Using the main clusters (cluster headings) and the cluster statements, a systemic conceptual model of the manpower planning process was developed. (Figure 1).

The model takes account of all identified planning considerations at the different strategic levels, the manpower planning activities and sub-activities of implementation, and includes selection, training and implementation.

Figure 2: Systemic Conceptual Model of  Shree Ajudhia Sugar Mill (Rana Groups of Company).  Manpower Planning The three main interlinked levels of this model are:

Organisational Level

This level concerns relatively fixed principles and policies relevant to manpower planning.

Formation Level

This level concerns the short to long term processes in Human Resource Management in general and manpower planning in particular.

Staffing Level

This level concerns the various mandatory and complementary factors tha have to be taken into account in the staffing of operational positions. The following chapters provide detailed information on each topic.

COMPONENTS OF THE MANPOWER PLANNING PROCESS

Mission

A high level mission statement on manpower planning has to be agreed within the Shree Ajudhia Sugar Mill (Rana Groups Of Company) organisation. It should state what ATS has to be provided by a unit together with the root definition of manpower planning.

The mission statement must be updated regularly to ensure the maintenance of quality with regard to the safe and expeditious handling of traffic. Due recognition must be given to the impact of any workload increase associated with traffic growth and also of environmental changes which should include general working conditions and equipment deterioration or update.

Service offered

The policy on the Air Traffic Service to be provided (e.g. AIS, SHREE AJUDHIA SUGAR MILL (RANA GROUPS OF COMPANY), AFIS, FIS, Alerting Service etc.) must be clearly stated.

Root definition of manpower planning

The following root definition of the purpose of manpower planning was agreed by the PGMP:

“Shree Ajudhia Sugar Mill (Rana Groups Of Company) manpower planning must provide a sufficient number of qualified personnel, on a timely basis, to ensure the provision of an air traffic control service.”

The PGMP considers this definition as preliminary and recommends that, in order to develop it, further consideration should be given to the conceptual model.

Organization Policy

The broad principles of personnel management and manpower planning should be defined and taken into account:

Need for policy decisions

A policy statement should be issued on:

• calculation of staffing factors,

• roistering schemes and criteria to be applied,

• budgetary considerations.

Human Resources Management policy

The principles of Human Resources Management should be defined and established in congruence with the mission and the specific objectives of the organisation in terms of the service to be offered and customer requirements / demands to be met.

Responsibility of manpower planning

The terms of reference for the manpower planning unit must be clearly defined and cover items such as:

• industrial relations policy,

• operational staffing factors,

• selection criteria and methodology,

• training requirements,

• personnel and career development.

Budget limitations related to organizational policy

Adequate financial provision has to be made to provide the ATS.

Integrity of investment and manpower planning

Organizational investment in manpower must be adequate to provide the necessary personnel.

Implementation and update of manpower plan

The time frame (duration of the plan) has to be defined. The manpower plan must be regularly reviewed and updated to reflect changes in working practices, traffic loading and the current ATS requirements

Industrial Relations Policy

Policy on industrial actions and industrial relations

The manpower plan must have full regard for organizational policy concerning industrial relations.

Political and trade unions guidelines

One of the key terms in industrial relations policy is ‘flexibility of the workforce’. Freedom to vary or adjust the quantity and quality of the workforce in response to changes in demand is influenced by the Shree Ajudhia Sugar Mill (Rana Groups Of Company) organization, the actions of the state (labor law jurisdiction) and by the association of labor, for example in trade unions.

Flexibility must be located more securely within national regulations and institutional legislative frameworks but must also take into account labour organizations and job regulations at a local level.

Time scale for negotiation and implementation of organizational change Due regard must be given to the time scale required for negotiating and implementing any organizational or work practice changes which may result from the manpower plan. Manpower planners must Endeavour to ensure that any proposed plan will receive the co-operation and acceptance of both the management and the staff representatives (trade unions, staff associations).

Working hour’s policy

The permitted working hours, normally the subject of agreement between management and staff associations/unions, must be clearly stated.

Licensing Requirements

An SHREE AJUDHIA SUGAR MILL (RANA GROUPS OF COMPANY) licence indicates a controller’s qualifications and shows a record of his competence at a particular unit together with his medical classification.

Licensing requirements

Licensing requirements should establish the number of ratings which can be held and maintained at any one time and be considered in parallel with training requirements.

ICAO Annex 1 Scarps

The ECAC licensing recommendations, to be defined by the Shree Ajudhia Sugar Mill (Rana Groups Of Company) HIP Licensing Task Force (LTF), will be at least equal to those stated in the ICAO Annex 1, ‘Standards and Recommended Practices’. It is likely however, that they will be developed to meet specific situations in Europe and have regard to future technological developments.

Policy regarding rating

The manpower plan must take cognizance of national or corporate policy with regard to the number and type of ratings which can be held and maintained by Shree Ajudhia Sugar Mill (Rana Groups Of Company)S.

It should be noted that the demand to have a multi-licensed workforce with many ratings may lead to a lack of competence in controllers who, having checked out on many/all positions, are unable to devote sufficient time to maintaining expertise in all of them.

It is still an open question whether the ‘partial licensing’ (partial validation) of young controllers, which allows them to attain immediate initial ‘operational’ status, could be a solution to filling working positions more quickly. It should be remembered that ‘full licensing’ may only be deferred and that, meanwhile, the controller workforce could become very specialized; flexibility within a working unit may be compromised.

Recruitment, Selection, Training

Recruitment and Selection

Recruitment policy

A balanced recruitment policy will ensure that recruitment will be evenly distributed over a number of years and in advance of forecast traffic growth thereby avoiding a large age pyramid at any one time. An important long term issue of recruitment must be to avoid the inefficiencies of a ‘start/stop’ approach to hiring.

Selection policy

The selection policy derived from a manpower plan must allow for the intake of sufficient numbers of staff. The manpower plan must take account of:

• the actual requirements for staff allocation,

• planned retirements due to age,

• staff losses due to other factors.

Time frame for selection and recruitment

The time frame for recruiting staff must be considered in manpower planning.

For example, a decision to recruit will normally result in candidates commencing training between 6 and 12 months later.

Introduction of ab initio trainee controllers

Direct entry students (ab initio trainees) invariably require extended training time compared to recruits from Air Traffic Controller Assistant (Shree Ajudhia Sugar Mill (Rana Groups Of Company) grade. An initial decision to proceed to direct entry will require adjustment to ab initio basic training content and time. Success rate in selection and training

There is a high failure rate in the selection process and many applicants need to be considered in order to recruit the required number of ab initio trainee controllers.

The recruitment process itself may not be 100% successful due to no-show, medical failures, failures in early training, dissatisfaction with the job itself etc. Experience indicates that provision must be made for a loss of about 25%.

Training

Training policy

A training policy for Shree Ajudhia Sugar Mill (Rana Groups Of Company) should be defined which will permit the manpower plan to take account of the requirements due to:

• System upgrade training,

• Refresher training,

• Qualification training,

• Other training requirements (e.g. due to an existing career plan, licensing scheme or regular continuation training).

Ab initio and basic training capacity

Regular consultations must be sought with the internal and/or external training authorities to ensure that intakes of ab initio trainee controllers can be accommodated within the classroom and simulator facilities available. If the training has to be undertaken externally an assessment must be made of the location of the training capacity, appropriate courses, timing of the intake, cost etc.

On-the-Job Training (OJT) capacity

OJT and positions where student controllers are later checked out for ratings are the most significant bottlenecks in training. The recruitment of high numbers of candidates, normally associated with a ‘start/stop approach’ in hiring, should be avoided as it will certainly lead to saturation and training backlogs in this training phase.

The manpower plan must therefore ensure that, once institutional training has been completed, there will be sufficient live training facilities (e.g. OJT) available so that saturation of such facilities will not occur.

A unit’s capacity for OJT fluctuates during a year. For example, capacity will be limited during high traffic seasons or during leave periods. Capacity assessment therefore has to take into account the availability of staff due to leave, traffic load, the coaching of qualified staff and the positions suitable or available for OJT.

Training failures

Training is costly. A training failure not only results in the loss of invested capital but also incurs additional costs in the form of lost training places which remain vacant after candidates have left.

Human Resources Management, Career Plan and Complementary

Duties

Human Resources Management (HRM)

HRM in SHREE AJUDHIA SUGAR MILL (RANA GROUPS OF COMPANY) is inter alia concerned with:

• Organizational decisions with regard to retirement,

• The age profile of controllers,

• Career plans and career development,

• Personnel development and specific personnel training.

Career development

To meet the long-term proactive aims of HRM, which are designed to increase controllers adaptive capacity in the face of changing circumstances and environmental evolution, provision must be made to harness the potential and to develop skills that enable Shree Ajudhia Sugar Mill (Rana Groups Of Company) to pursue career paths outside the work place or in parallel with their operational duties. This will include supervisory duties, training, licensing, standards and management.

The emphasis must be on the investment in training and development to equip controllers with a wider range of skills. Where career development programmers require non-operational duties (e.g. in training, licensing, standards, management, administration) adequate financial incentives must be provided to attract operational staff out of the operational environment.

Career plan

If a career plan for controllers exists, the manpower plan must allow time for career development training and / or participation in other duties.

Age profile of workforce

The age profile of controllers should be relatively level. It must be borne in mind that it takes at least five years to adequately meet the deficit created by the loss of retiring controllers. A ‘start/stop’ approach to hiring will result in ‘peaks’ and ‘valleys’ in age profiles and retirement bulges will be created. This sustains the stop/start syndrome since it again calls for the immediate recruitment of replacement trainees and results in training blockages (especially in OJT).

Age profile and training

It should also be kept in mind that older controllers may have more difficulty in adapting successfully to evolutionary changes in the design and operation of the Shree Ajudhia Sugar Mill (Rana Groups Of Company) system and normally more training time is required for older controllers where system change or upgrade occurs.

Retirement age

Flexibility in retirement age makes manpower planning more difficult since the number of student controllers needed to replace retiring controllers in future years is more difficult to predict.

Temporary staff for tasks

If staff are temporarily assigned non-operational duties, provision must be made to maintain their operational competence and the validity of their ratings.

Environmental Evolution

The manpower plan must allow for major changes in the ATS. These will normally be non-recurring but nevertheless will require considerable training time away from the operational environment.

New technological developments and other evolutionary changes in the design and operation of the Shree Ajudhia Sugar Mill (Rana Groups Of Company) system (e.g. reduced vertical separation minima) require time for the training and adaptation of staff.

Re-structuring units or sectors and / or licensing groups

The aim of re-structuring or re-sect rising is to reduce the complexity of work and the workload but some training must be provided to controllers to cope with the new situation.

Changes in route structure

The impact of the ‘Flexible Use of Airspace’ which comes on stream in March 1996 is an example of airspace reconfiguration which will require additional training.

The implementation of the flexible use of airspace concept will mean that routes can be created in areas where this was impossible before. The concept necessitates a dynamic route structure within which reduced vertical separation will be applied. The application of RVSM increases the airspace to be controlled (see Shree Ajudhia Sugar Mill (Rana Groups Of Company) HIP 1995).

Manpower Plan

Given the complex nature of the ATS and the amount of investment in ab initio training it is desirable that a five year (at the least) manpower plan should be in place. This corresponds closely to the time between a decision to recruit and the point at which a trainee can be considered as truly productive, having completed all necessary training.

Manpower planning systems

Best practices and tools, including those validated in other working environments, should be taken into consideration. Further research is required to identify and establish effective work

organization and methods in staffing and manpower planning, e.g. roistering methods, calculation of staffing factors.

Implementation and updates of manpower plan

After initial implementation a manpower plan must be regularly reviewed and updated. Factors that have an impact on the revision of a manpower plan include:

• traffic loading,

• range of services offered,

• changing work practices,

• work duration,

• Change of roistering criteria and schemes

Staffing Factors

Different factors may exist to determine the number of personnel needed for an operational working position. Normal practice is to calculate a multiplication factor, or staffing factor, for each position in a specific environment. The calculation should reflect local requirements:

• Number and size of control positions,

• Operating hours of positions,

• Number of shifts per annum,

• Traffic volume and traffic distribution,

• Number of days per year a position is in operation,

• Number of days of operation of the facility (per year),

• Number of functional hours.

Note: Operational requirements, determined by the traffic volume, distribution and complexity, define the opening times of the sectors necessary to guarantee a safe and orderly traffic flow.

Anomalies in the Staffing Factors Method

It should be noted that anomalies may occur under certain circumstances which could render a standard staffing factor inadequate (e.g. different systems for calculating leave weeks and working weeks, uneven distribution of work cycles, roistering schemes used).

The staffing factor method takes into account the standard working time and covers all categories of absence but in a theoretical way. It does not take into account the inevitable efficiency loss or balancing losses inherent in all rosters. The staffing factor method cannot therefore be used to estimate the exact number of staff needed. It consistently fails to give an exact figure because, for example, it assumes:

• the effective working time of controllers to be fully accommodated,

• the effective time for breaks (rest periods) to be fully accommodated and evenly distributed,

• the number of leave and sickness days to be evenly spread over the year.

Roster balancing losses lead to a situation where the actual numbers of staff needed to run a certain roster are higher than the numbers calculated theoretically using the staffing factor method.

Further research is required to assess the implications of any change in staffing related issues as outlined above in order to identify any possible threats and dangers in manpower planning at an early stage.

Efforts should also be made to assess the implications of anomalies in staffing factors and to reveal and quantify balancing losses in roster schemes applied.

MANDATORY AND COMPLEMENTARY FACTORS IN STAFFING

The subject of Staffing Factors needs to be addressed in more depth. Consideration is given here to the general factors relevant to the provision of personnel for control positions. These are classified as mandatory (standard shift factors) or complementary (non-standard shift factors) and are presented in Figure 2.

Figure 3: Personnel Factors in Staffing

Mandatory Factors

Off-days, Duration of Working- and Rest-periods

Rest-days

The number and definition of rest-days has to be taken into account. Annual leave and public holidays

Annual leave can vary and may be based, for example, on age. The distribution of leave over a year is certainly not even and provision should be made well in advance to avoid periods where not enough staff is available for the duties (e.g. during school holidays).

Local differences might exist due to public holidays.

Duration of rest periods (breaks)

The duration of a shift, the maximum time at a position without a fatigue break, the number of night duties permitted, the length of the shift cycle are all items that have to be considered when calculating the time an Shree Ajudhia Sugar Mill (Rana Groups Of Company) has to be compensated for later or will not be available at the working position. Effective break duration may fluctuate from day to day depending on the

number of staff above or below the minimum number required.

Duration of working week and working day

The following parameters are normally subject to agreement between management and staff associations and/or unions and have to be taken into account:

• Maximum permitted working hours per week / day,

• Maximum and minimum shift length,

• Number of consecutive working days,

• The minimum time between shifts,

• Possible start or end times of shifts.

Sick Leave

Casual uncertified sick and certified sick leave (calculated on a statistical basis) should be taken into consideration. The age profile and workload increase of the staff may influence the incidence of sick leave.

Special Leave

Special leave may be granted for:

• National commitments (military or volunteer reserve),

• Special staff association activities,

• Births, deaths and marriage,

• Maternity leave and recuperation.

Medical Examination

Shree Ajudhia Sugar Mill (Rana Groups Of Company) are required to undergo regular medical examinations. Normally, staff under the age of 40 are examined every two years while those of 40 or older are examined every year.

Licensing Factors

Licensing requirements will almost certainly include a training period associated with competency checking or rating validation.

Health, Safety and Welfare at Work

Some staff may be released on a regular basis in order to fulfill their health, safety and welfare training obligations at work.

Environmental Evolution

The manpower plan must allow for major changes in the ATS which will be non-recurring but nevertheless will require considerable training time away from the operational environment.

Traffic growth

The manpower plan must be compiled using a realistic forecast of traffic growth and its impact on individual sector loading. Allowance must be made for a possible increase in the number of sectors with a consequent need for additional staff.

Airspace reconfiguration

Direct routes or the introduction of Basic or Precision Area Navigation (RNAV) equipment may have an impact on staffing requirements.

Complementary Factors

Training

System upgrade training

System upgrade training is an irregular feature consequent on the introduction of new equipment or software. The training duration depends on the magnitude of the change but in any event is time consuming and must be carried out independently of day-to-day operations.

The use of temporary staff may be beneficial in alleviating the time taken or overtime used. Proper documentation will minimize system upgrade training time.

Refresher training

Refresher training normally has to be done on an annual basis. Different approaches are used in different States but overall the need for refresher training will grow. Contributors to this need are task stability (the boredom factor) and the need to maintain expertise in dealing with unusual incidents. Between 4 and 7 % of extra staff will be needed (around 1 week per annum per controller).

Language training

In many States there will be a requirement for extensive English language training. The amount of training needed depends on the entry standard. For example entry on Cambridge 1st certificate will require up to 200 additional hours training (ref. Project Supervision Team on ‘Proficiency in English Language for Air Traffic Controllers’ (PELA) 1.

Qualification training

The constantly evolving European ATM system will almost certainly result in considerable modification and expansion of the ratings as defined by ICAO, with a resulting adjustment in training.

Time spent on rating courses varies due to the number of ratings required, complexity of ratings and training capacity to complete the ratings. This has to be taken into account.

Conversion Training

Controller relocation requires varying amounts of conversion training. The organizational policy on relocation must be taken into account.

Career Training

The time required for career development training and participation in additional duties must be allowed for if a career plan exists.

Instructor and examiner courses

Career training of Shree Ajudhia Sugar Mill (Rana Groups Of Company) includes coaching courses, examiner courses, and supervisory courses.

Management courses

Provision must be made to enable an Shree Ajudhia Sugar Mill (Rana Groups Of Company) to pursue career development outside of operational duties. This may include full-time management or administrative duties.

Airspace and systems training

Career development for a proportion of the staff will require training in organizational procedures, airspace, route structure, liaison with national and / or international organizations, licensing, human resource management, and training for participation in complementary duties (e.g. attending meetings, participating in workshops, projects etc.).

Study leave

Provision must be made for study leave and attendance at examinations where these are relevant to career development plans.

Non-operational Duties

Staffing training centers

Professional credibility of training centre staff is best obtained by rotating operational Shree Ajudhia Sugar Mill (Rana Groups Of Company) to / from the training environment. Revalidation of ratings requires time and therefore additional staff.

Expert Team participation

Career development which encourages Shree Ajudhia Sugar Mill (Rana Groups Of Company) to participate in complementary duties such as project work, attending meetings etc., requires extra staff.

Participation in projects

The time required for an Shree Ajudhia Sugar Mill (Rana Groups Of Company) to participate in system development projects must be allowed and include attendance at meetings, participation in project work etc.

Industrial relations activities

Allowance must be made for Shree Ajudhia Sugar Mill (Rana Groups Of Company) with responsibilities in staff associations, unions and professional bodies to participate in regular and irregular meetings.

Contingencies

Rating failures

Rating failures will normally occur as a result of having failed a competency check or after involvement in an incident and will normally require a refresher training period.

Loss of licence

The rate at which licences are lost is unpredictable but factors such as the age and medical fitness of the staff will have a major impact. Poor operational performance may result in some States withdrawing the licence.

Loss of staff

A buffer of staff must be built-in to allow for Shree Ajudhia Sugar Mill (Rana Groups Of Company) moving to other environments. Frequently, the Shree Ajudhia Sugar Mill (Rana Groups Of Company) involved in such movement are the more highly qualified and there may be a severe penalty in financial terms and training time.

OBJECTIVE OF THE STUDY

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:

·         To identify shortage or surpluses in Shree Ajudhia Sugar Mill (Rana Groups Of Company) so that quick action can be taken.

·         The study would also help recruitment & selection programmed to be conducted based of manpower planning.

·         It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided.

·         It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents.

·         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.

·         It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern.

·         The research would help to identify the growth or diversification of business so that human resources can be utilized is best manner.

SCOPE OF THE STUDY

The document describes the manpower planning process and addresses strategic and tactical planning constituents as well as associated planning problems that have a direct or indirect influence on the planning of quantitative  Shree Ajudhia Sugar Mill (Rana Groups of Company). manpower requirements.

The planning constituents identified and described by the PGMP are put into perspective by a conceptual process model of manpower planning. The model was derived in a second step by the Pilot Group.

Finally, particular attention is given to mandatory and complementary elements in staffing that are directly related to the calculation of staffing or multiplication factors for operational Shree Ajudhia Sugar Mill (Rana Groups of Company). units. Those elements are identified that normally have a direct influence on the number of staff needed to man operational positions and should therefore be taken into consideration.

Conclusions are derived with regard to the main strategic and tactical problem areas that should be focused upon in future developments in manpower planning.

The recommendations and conclusions of the SGAMI Group and the personnel requirements set out in ICAO Doc. 9426 (Part I, Section , Chapter 1 and 2; Part IV, Section 1, Chapter 2) were taken into account by the PGMP. Note: Management changes and the increased use of a business-oriented approach by certain national Shree Ajudhia Sugar Mill (Rana Groups of Company).  organisations can have an impact on the planning and management of human resources in those organisations. These issues were not addressed by the group

COMPANY PROFILE

Shree HYPERLINK "http://easy4dial.com/link_counter/index.php?cid=campaign&xrl=http://easy4dial.com/srch/srch_dtls.php?id=124961&cityname=Moradabad&carea=Sahaspuri"AjudhiaHYPERLINK "http://easy4dial.com/link_counter/index.php?cid=campaign&xrl=http://easy4dial.com/srch/srch_dtls.php?id=124961&cityname=Moradabad&carea=Sahaspuri" Sugar Mills Ltd

Factory Campus, GM - H.S. Dlillon

Raja Ka Sahaspur, Bilari Moradabad-202415

Rana Group of Companies made a humble begnning in mid 80’s when Rana Gurjeet Singh, group’s

Managing Director , set-up Agro Boards Limited a Kraft Paper unit in Punjab Sucess of this maiden venture

 was duly recognised by apex state owned industial promotion corporations and this led venturs of Rana Group with different state owned corporations.

Rana Sugars Ltd. was founded in 1992 by collaboration with Punjab AgroCorporation. In year 2002 RSL has

 setup a Demonstration Co-generation Project to produce extra power from the Bagasse (by-product of sugar) and export it to Punjab State Electricity Board.

Rana Polycot Ltd. was set up in 1995 in collobration with Punjab State Industrial Development Corporation. This Textile Venture of RANA GROUP is 100% Export Oriented Spinning Unit.

The Garments Division of Rana Polycot is the Group’s venture in the field of textile. Products Include ladies, men’s & kids wear garments embellished with hand embroideries, computerized embroideries, beads, sequins & crochet etc. This was set up in 2001.

Rana Informatics Ltd in the Group’s foray into Information Technology. It is a Software Technology Park of India (STPI) registered export oriented unit, set up in 1999.

OVERVIEW 

Rana Group of Companies made a humble begnning in mid 80’s when Rana Gurjeet Singh, group’s Managing Director, set-up Agro Boards Limited a Kraft Paper unit in Punjab Sucess of this maiden venture was duly recognised by apex state owned industial promotion corporations and this led venturs of Rana Group with different state owned corporations. 

Rana Sugars Ltd. was founded in 1992 by collaboration with Punjab AgroCorporation. In year 2002 RSL has setup a Demonstration Co-generation Project to produce extra power from the Bagasse (bye-product) and export it to Punjab State Electricity Board.

Rana Polycot was set up in 1995 in collobration with Punjab State Industrial Development Corporation. This Textile Venture of RANA GROUP is 100% Export Oriented Spinning Unit.

The Garments Division of Rana Polycot is the Group’s venture in the field of textile. Products Include ladies, men’s & kids wear garments embellished with hand embroideries, computerized embroideries, beads, sequins & crochet etc. This was set up in 2001.
Rana Informatics Ltd in the Group’s foray into Information Technology. It is a Software Technology Park of India (STPI) registered export oriented unit, set up in 1999.

ORGANIZATION STRUCTURE:

FUNCTIONAL DEPARTMENTS

1          Administration Department

2          Purchase Department

3          Cane Development Department

4          Production Department

5          Finance Department

6          Sales and Distribution Department

Administration Department

         Administration department is the main department in the organization. They are total number of 38 employees working in this department.  Is divided into 6 sections and they are as below :

·         Share section.

·         Purchase section.

·         Stores section.

·         Sales Section.

·         Time office section.

·         Computer section.

·         Security section.

·         Telephone operating section.

·         SHARE SECTION:      

          The Share section is one of the important sections because more than half of the total authorized capital is collected from shareholders. In this factory the share are class

1. Grower shares                                 A class

2. Non Grower Shares                        D class

3. Society share                                   B Class

4. Out of Area Share                           E class

5.  Govt share                                      C Class

 The person who wants to become a member has to follow the procedure / rules. He has to fulfill appropriate application given by the share section authority. If the boards of directors approve the application in body meeting, then only he is treated as shareholder of the factory. After the approval he has to pay the amount equivalent to face value of the share.

          There is no transferability of share. If at all he wants to transfer his shares, he has to transfer to such a person who is the member of the factory. If he transfer to another person it is not valid and such shares get cancelled. For the identification of its members, the factory issues share certificate and identity cards to such share holders.

·         PURCHASE SECTION :

    Purchase officer

                                                                       Clerks

         Attenders

FUNCTIONS OF PURCHASE DEPARTMENT:-

·         receiving purchasing requisition

·         determining the volume of materials to be ordered

·         placing orders

·         inviting tenders and quotations from different suppliers

·         Checking and passing bills for payment.

·         Receiving and inspecting materials.

Steps involved in purchasing the materials:

·         Raising requisition :

It is the first step and necessity for particular can be used only by the user of the material.

·         Scrutinizing requisition :

            The manager scrutinizes the demand of materials. He examines whether the item mentioned in the requisition note is necessary or not.

·         Vendor selection :

                After scrutinizing, if a material is necessary then tender advertisement is given or if they have permanent vendors. The manager chooses the power vendor. The BOD does selection of vendors.

·         Enquiry :

         After selecting a proper vendor enquiry is sent to the vendor.

·         Receiving Quotation :

        The purchase manager receives the quotations from vendors to whom the enquiries are sent. Through there quotations a right vendor is chosen.

·         Sending purchase order :

         Lastly the purchase order is placed to the selected venders. In this way purchase of material takes place.

·         STORES SECTION

Stores keeper

Clerks                                  Tool room Clerk                                   Diesel room Clerk

    Attainders                           Tool room attainders                                   Clerks

    Daily wage labors                                                                                Attainders

PROCEDURE OF WORKING AT PRESENT:

Handling of materials: First, they receive the stores purchase indents from concerned section heads for requisition to purchase item needed for the crushing or off season work. Then they mention the present stock of item in the purchase indents, after verifying the stores. Then only they forward the purchase indents. After receiving the materials from suppliers they seek the quality approval of the same materials. After getting the approval materials are placed to the respective to the racks they issue the materials by adapting FIFO method.They issue the materials to the workers of the factory on loan and retainable basis on daily loan or personal loan.

STORES ACCOUNT:

 After receiving the materials from suppliers quantity will be verified. The details of the materials will be entered in to transport registered and approved memo will be sent to the concerned departments for getting quality approval. They keep bin cards for each different items receipt from the suppliers with details.

TOOL ROOM:

 Tool room is personnel issue the materials to the workers on temporary loan and retainable basis entering in the register.

List of the registers:

·         Transport register.

·         Approval memo book.

·         Bin card files.

·         Purchase order.

·         Stores purchase indent etc.

TIME OFFICE :

Time keeper

      Clerks

      Time office is one of the important sections of administration department. There are 5 employees working in this department.

Functions:

·         Showing the absent  report to the HOD’s

·         To receive the attendance cards from the workers

·         To put attendance of the workers in the master role

·         It arranges the duty to the workers, maintains working bell

·         It maintains salary register book.

Types of Leaves:

·         Sick leaves :

        Sick leave provided to employees 15 days per year

·         Casual leaves :

        Casual leave provided to employees 12 days per year

·         Earn leaves :

        If employee attends 30 days in a month then he is eligible for 3 days Earn leave        

 Shift working :

        In a shift of 8 hours the factory is providing 4 types of shifts.

Shift	Time
I	4 am to 12 pm
II	12 pm to 8 pm
III	8 pm to 4 am
General Shift	8-30 am to 5-30 pm

·         SALES SECTION:

Sales officer

Godown clerk

Consultant Clarks

 In this section sales of the following products produced takes place are sugar, molasses, bagasses and power. This factory is producing three types of sugars they are M-30, S130 and S2-30 grades. And also it producing by products like molasses, bagasses, pressmud. These are used by factory it self only like molasses and press mud are used in distillery / Ethanol production and bagasses is used in production of power. And power

is exported to KPTCL.

 This section will take care of all the sales transactions. The sale of sugar is done according to the notification by the central government and has such factories follows certain government rules in sales of sugar. Accordingly, Karnataka state federation of co-operative sugar factories limited will give figures of bags to sell within a month.

PROCEDURE FOR SALE:

       The organization undertakes selling activities in three methods;

·         Free sale: Free sale is done within the country. Hear company will invite tenders from different buyers at a 10 days notice. The sugar is sold to that buyer who quotes or bids highest price. Tenders are called periodically. If the rate is not satisfactory the tender will be cancelled. In free sale sugar is being done to bulk purchases on the bases of tenders, these bulk purchases then sell the purchased sugar to retailers.

·         Levy sale: It is also done within the state of Karnataka and being sold to the government of Karnataka on levy bases. The government then distributes outlets at predetermined, reasonable price.

·         Export: Sugar is sold outside the country on the contract bases. According to the rules and regulation of the contract it will be done.

COMPUTER SECTION:

The total number of employees working in this department is 9. This section is to maintain all types of records that are very important for the organization and the following departments are computerized in the factory,

·         Weigh bridge department

·         Cane accounts department

·         Time office department

·         Laboratory department

·         Stores department

·         Sales department

·         Purchase department

·         General accounts department

·         Sales accounts section

SECURITY SECTION:

Security officer

Assistant security officer

Security guard

 The security section is operating under the administrative department. It is also working in three shifts as mentioned under time office section. Hear in this department the employees are recruited on the yearly contract basis. There are total 42 guards working in this section.

FACILITY TO WORKERS:-

·         Availability of rest house with TV facility.

·         Availability of quarters.

·         Providing 2 wheelers for employees who are visiting the field to supervise and check the availability cane.

·         Executive levels are provided with 4 wheelers.

·         Weekly one holiday of any in a week 

FINANCE DEPARTMENT:

Accounts of finance department are the main and the hart of every department of the company or industry. Hear in this factory, the accounts section maintains all the transactions related to the factory dealings. The sale accounts, purchase accounts, etc are maintained and this department prepares P&L account, Balance sheet, etc.

In RSSK is divided finance department or accounts department in two sections.

·         General account section

·         Cane account section

                     In the above chart 50% of the labors are working in the general account section and 50% are in the cane accounts section.

1. GENERAL ACCOUNTS SECTION:

 In general accounts section book keeping is followed. General account transactions like receipts and payments registers are maintained. Receipts include sales process of sugar, molasses, share amount, etc. Payments include salary, tax, etc. maintaining audit and audit rectification is done, annual account and monthly account are prepared and maintained.

Some other types of registers are maintained by this section are:

·         Advance register

·         Contractors register

·         Contra register

·         Fixed assets register

·         Bank register

·         Expense register

Functions

·         Its main function’s to finalize each & every record of the factory.

·         It prepares profit & loss a/c & balance sheet.

·         It executes financial activities in factory.

·         Ratio analysis.

·         Report to the management.

·         Conduction of meetings.

2. CANE ACCOUNTS SECTION:

             This section maintains the cane accounts and cane bills. This section purchases the cane on daily basis and prepares accounts of forthrightly basis. In addition, will take care of all cane suppliers accounts and department manager separates accounts for cane suppliers.

            The section will provide cane bill once in a month desired by the higher authority. While giving cane bill, department will debut all the expenses and advances which is given to the cane suppliers in terms of seeds, fertilizers and transportation facilities and also harvesting of the cane that all the expenses are given by the factory. 

The registers maintained in this section are:

·         Self harvesting payment register

·         Harvesting bills

·         Cultivator payment register

CANE DEVELOPMENT DEPARTMENT

                                                          Cane Manager

                                                                            

                                                                                                                                                           

Office manager Cane              Cane Procurement Manager   Cane Dev Manager

                                                                                                                                                                                    

                 

                                               Cane Officers                                Cane Officers

                                                                                                                                

                                                                                                              

                                              Field Assistants                     Field Assistants

   

Objectives of the CDD:

·         To get best quality of cane at a right time

·         To improve the variety of the cane

·         To provide all facilities like seeds, fertilizers, unloading and loading charges

·         Main objectives are to receiving exactly 2500 TCD

·         To undertake seeds development program

Varieties of Sugar cane:

1. COC671        {Early Maturity}

2. CO8011         {Middle Maturity}

3. CO86032       {Early Maturity}

4. CO8021         {Early Maturity}

5. CO94012       {Early Maturity}

PRODUCTION DEPARTMENT

                                                       STRUCTURE

      Deputy Chief Chemist

       Laboratory In charge

     Manufacturing Chemist

        Laboratory Chemist

          Staff and Workers

          Laboratory Boys

The production department is center of the center organization.  The main function of the production department is Functions:-

·         To maintain close and co-ordinates relationship with all others.

·         To upgrade the technical efficiency of the production.

·         To flow up the daily production schedule of as per plan.

·         To produce the future needs of the company and to promote the organization.

MANAGEMENT

Rana Gurjeet Singh 

56, Co-Founder and Member of Parliament

Rana Gurjeet Singh, 52, is the co-founder of the Rana Group. An arts graduate by background Mr. Rana Gurjeet Singh joined the family business of contract farming upon graduation. Using his business acumen and administrative capabilities Mr. Singh transformed the family business by moving up the value chain the agro industry.

The group first set-up Agro Boards Limited a Kraft Paper unit in Punjab. The success of this venture was followed by the group’s diversification into sugar manufacturing and textiles. After achieving success in the business world Rana Gurjeet Singh contested elections in order to serve the society and share his vision for a prosperous and progressive India with the people. Rana Gurjeet Singh sits on various committees at the national level that guide industrial development in India.

 Rana Ranjit Singh 

50, Co-Founder & Chairman, Rana Group

Rana Ranjit Singh, an Arts Graduate and a diploma holder in Hotel Management from the prestigious Institute of Hotel Management, Delhi, control the group through a number of companies. Rana Ranjit Singh is known within the sugar industry for his technical expertise in the field of sugar manufacturing.

Under the guidance of Rana Ranjit Singh, Rana Sugars set up the first power co-generation plant in north India. The project is recognized by UNFCCC and qualifies to earn carbon credits. Rana Ranjit Singh today heads an organization that is among the most admired companies in north India, reputed for the technological excellence that characterizes its projects and products.

 Rana Inder Pratap Singh

27, Managing Director, Rana Group

Rana Inder Pratap, a promoter of Rana Group joined the management team as a director of Rana Sugars in 2002. Rana Inder Pratap controls the daily affairs of the group and is credited with the successful expansion project that the group recently undertook. Under the management of Rana Inder Pratap, Rana Sugars established 2 new sugar units within a span of 2 years. The capacity at Rana Polycot (Textiles) has also in the phase of expansion to 72768 spindles from the current 40000. Rana Inder Pratap displayed his entrepreneurial zeal by initiating a successful GDR (Global Depository Receipts) issue under which Rana Sugars limited raised funds from global markets.

A man of tremendous foresight, the dynamic and enterprising Rana Inder Pratap has propelled Rana Group to be one of the top business houses in north India. His proactive and personalized approach to business has helped the group grow from 150 crores in sales in 2002 to over 300 crores in 2007.

Apart from his business interests, Rana Inder Pratap enjoys shooting and has represented India in international shooting championships. Rana Inder Pratap obtained his B.B.A from Chapman University, California and his M.B.A from University of Kent, United Kingdom.

OUR STRATEGY 

Rana Group, being a professionally run industrial house aims to become the most efficient manufacturer in its industry. In order to achieve this vision, the group is constantly adapting new technologies and processes. The group has launched a drive to move up the value chain in its every industry that it is present in.

Rana Sugars Limited (RSL) with a combined capacity of 15,000 TCD also has a co-generation capacity of 68 MW. Co-Generation allows the company to turn a by-product (Baggasse) into power, thus adding value to waste. RSL has also set-up it’s first alcohol distillery in Punjab. The distillery uses molasses, which is also a by-product of the sugar manufacturing processes. Two more alcohol and ethanol distilleries, with a combined capacity of 200 KLPD are slated to come up at the new units in Uttar Pradesh. Being a completely integrates sugar producer will protect RSL from the cyclical effects of the sugar industry.

Rana Polycot Limited (RPL), set up with an initial capacity 25,000 spindles/day has grown to over 72,768 spindles/day. In order to move up the value chain RPL set up a dyeing plant and a garments facility. Efficient manufacturing systems have allowed India to establish itself in the global textiles industry. RPL intends to take advantage of this growing sector and plans to scale up its capacities in the near future. RPL is entering the weaving segment by installing 100 looms at its Lalru facility.

	Rana Group of Companies made a humble beginning in mid 80’s when Rana Gurjeet Singh, group’s Founder set-up Agro Boards Limited a Kraft Paper unit in Punjab. Success of this maiden venture was duly recognized by apex state owned industrial promotion corporations and this led to Rana Group’s ventures with different state owned corporations. After the success of Agro Boards, Rana Group diversified into sugar manufacturing by setting its first unit at Buttar Sevian, Punjab in 1993. Over the years the group has proved established itself as a pioneer in the sugar industry. Today, the group is in Sugar, Alcohol, Power Generation and Textile Sector.
Sugar is very vital part of the rural economy and Rana Group supports the cause of the sugar farmers. The group is actively involved with the farming community in order to improve yields and quality of sugarcane. Quality, consistency and relationships have propelled the group to become one of the most successful industrial houses in north India. Rana Group, under the guidance of its reputable management aims to achieve a turnover of over $200 million in FY2010.
SUGAR
RSL has one of the most diversified sugar facilities in the country. The following categories of sugar are manufactured : Double Refined White Sulphurless Sugar This sugar is sparkling white, pure, manufactured without any toxic chemicals like sulphur dioxide. The unique Defeco Remelt Process is applied, in which the sugar after it has crystallized is melted all over again and all the impurities are removed without the use of sulphur. This product from RSL meets even the strict standards of the European Union on sulphur content. It has no impurities, so its crystals have a natural translucent white colour and don't require bleaching.  Plantation White Sugar Plantation white sugar, also called Mill White Sugar, Crystal Sugar, or Superior Sugar, is raw sugar, whose colored impurities have been bleached white by exposure to sulfur dioxide. This is the most common form of sugar in sugarcane growing areas. Raw Sugar Raw Sugar is what is left after processing the sugar cane to remove the molasses. The color is similar to light brown sugar but it's texture is grainier.

 POWER

COGENERATION CAPACITY     :     145 MW (80 MW GRID INTERACTIVE)

 Bagasse, the residual fiber of sugarcane after crushing and extraction, is a valuable by-product generated during the sugar manufacturing process. It has high calorific value and is therefore used to generate steam and thereby electricity, which is a conventional thermal alternative and eliminates emission of green house gases.

 In 1994, Rana Group of Industries was the first sugar company in India to start eco-friendly cogeneration at one of it’s units, with a low project outlay as compared to conventional power plants. Conventionally, this was restricted to providing captive power in order to meet the energy requirements of the sugar factory. However, Rana Group of Industries was one of the first to realize the tremendous potential it had towards reducing the power deficit, by supplying to the grid, thereby contributing to the bio-energy effort undertaken by the country.

 An additional benefit of using bagasse is that it is a renewable source of fuel and does not contribute to Greenhouse gasses as the sugarcane plantation consumes more carbon dioxide than that generated in burning bagasse. Today, the Group’s combined co-generation capacity stands at 145 MW with 80 MW of grid interactive power.

Rana Group of Industries is the first in the world to install 105 kg.cm² boiler and turbine in its sugar division, which has increased efficiencies in bagasse usage and made it perhaps the most efficient cogeneration unit in the world. Rana Group of Industries additionally installed energy saving devices which would further increase bagasse savings. This saving would enable the company to run its power plants without external bagasse purchases. Power generation in non-sugar season as well, will result in consistent cash inflows.

Rana Group of Industries was the first sugar company in Uttar Pradesh, which was allowed export of power under ‘Open Access’ (during off-season), from 1^st October, 2009, resulting in higher realizations.

Ethanol CAPACITY : 270 KL Per Day

 Ethanol is a generic name for Ethyl Alcohol which is a product of sugarcane molasses and juice, prepared by fermentation and distillation processes. It is a volatile, flammable and colourless liquid, widely used as a solvent of substances intended for human contact or consumption, including fragrances, flavoring, colouring and medicines. When blended, as an additive with fuel for motor vehicles, it is known as Motor Fuel Grade Alcohol or Power Alcohol. It can be blended with petrol in varying quantities up to any extent depending upon the technology of the engine. Up to 15% blend no modifications are required in the engines.

Usage of ethanol-blended gasoline began in the late 1970s. Environmentally, the use of ethanol blends has assisted in reducing carbon monoxide emissions. In the United States, one out of every eight gallons of gasoline sold contains ethanol. Most of this ethanol is purchased as blends of 10% ethanol and 90% gasoline, known as E10, and is used as an octane enhancer to improve air quality.

 In India we are presently using E5 that is, 5% ethanol blend with gasoline but a government order for 10% blend is expected in the near future.

 A SUGAR INDUSTRY PERSPECTIVE & ETHANOL PRODUCTION

 Most sugar companies in India are evolving into integrated players as diversification into distillery, ethanol and power has become possible. This has improved the demand for molasses and ensures better economics.

 The Government of India has made blending of 5% Ethanol in motor vehicle fuels, compulsory all over India. This directive has provided sugar mills the opportunity to implement forward integration.

 A 5% ethanol blend on an all-India basis would require around 500 million liters. The current installed capacity would be adequate to meet this requirement as also for E10 blend, even after fully meeting the requirement of the chemical industry and potable sectors, as India is the second largest producer of sugar in the world.

 Ethanol blended fuels are advantageous due to the following characteristics:

• Renewable source of energy
• Renewable source of energy
• Use Molasses which is readily available and is a by-product of the sugar manufacturing process
• Diversifies the Sugar Industry
• Utilizes industrial installed capacity, improving the economy of the industry.
• Energy security, trade balance and risk reduction.
• Reduce use of gasoline and ensures less dependence on imports of oil
• Market opportunity for agricultural crops
• Rural economic development and boost to the agricultural sector
• Environmental benefits (reduced carbon dioxide and carbon monoxide emission. It does not contribute to the harmful greenhouse gasses)
• Displaces dangerous and environmentally damaging components in gasoline, such as benzene.

India presently has an installed capacity of over 3,000 million liters per annum but is producing less than 50% of installed capacity.

SWOT ANALYSIS

SWOT analysis is a strategic planning method used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in a business venture. It involves specifying the objective of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieving that objective. The technique is credited to Albert Humphrey, who led a convention at Stanford University in the 1960s and 1970s using data from Fortune 500 companies.

STRENGTHS

·         Global prices to move up –an incremental positive

·         The demand is everlasting

·         Environmental conditions suitable for the growth of sugar cane

·         About 2.7% culitvable land is used for the cane production

·         The sugar industry also includes alcohol, gur an khandri which is mainly for the domestic industry

WEAKNESS

·         Production to decline by 20-25% in fy09

·         Shift of the farmer from cane to paddy, wheat, pulses and oil seeds

·         The greater diversion of cane to un-organised sector

·         The ignorance in the residual sugar market

·         Some of the government policy that adhere the growth of the sugar industry

·         Shortage in sugar cane supply

·         Obsolete technology

OPPRTUNITIES

·         Prices to rise by 25% in fy09 and more in fy10e

·         Higher margins , lower cyclicality driving shift towerds integration

·         The on going increase in demand year after year

·         The shift of brazil from white sugar to production of ethanol.

THREATS

·         Less rainfall in the highest sugarcane cultivating regions

·         Due to water shortage the shift of the farmers to multiple crops cultivation

·         Due to government policies the selling of sugarcane by the farmers to private sectors

·         Sugar production being more volatile than cane production

·         Due to rise in domestic consumtion the export  is likely to fall

RESEARCH METHODOLOGY

This section include the overall research design the data collection method, the field methods and analysis procedure. Research methodology describe the present procedure one method can not be affect to attained the entire objective. The steps involved in research methodology or research design data collection method, sampling plan field work and data analysis and interpretation.

Research Design:

Research design is purely and simply the framework plan for a study that guides the collection and analysis of data. It is blue print that is followed in completing a study.

Research Collection Method:

In research collection method there are two types of data

·         Primary data

·         Secondary data

Primary data:

My research is the combination of Exploratory Research & Descriptive Research. In which I have done the survey & used the Questionnaire & Interviewing method to collect the Primary data.

Secondary Data:

I collected secondary data from Shri Ajhudhia Sugar Mill (Rana Group of Companies)website, competitor’s website, Report / Surveys conducted earlier by Shri Ajhudhia Sugar Mill (Rana Group of Companies) employees / representative, Shri Ajhudhia Sugar Mill (Rana Group of Companies)annual report,

After collecting the secondary data I study the data and analyze that data.

RESEARCH PLAN:

My research based on primary data and sample size  is 20 including employees of Shree Ajudhia Sugar Mill (Rana Groups Of Company)

The sample size in the project report is 100 taken from the various HR Departments employees.

My report is based on Non -Probability Sampling Techniques the analysis is based by using questionnaire as the sampling instrument and the information the primary sources ((a)through questionnaires(b)observation methods (c) through schedules(d)interview method (e)other method which include.) and secondary sources ((a)various publication of the central, state are  local governments  (b)various publication of foreign government or of international bodies and their subsidiary organization (c) technical and trade journals (d) books, magazines and news papers)

FINDINGS & ANALYSIS

1.      What is the role of HR in manpower planning?

Table: 1

Option	Percentage
To fulfill project requirement	65%
Deploy work force in the assignment/project.	35%

Fig. 4

Interpretation:

65% respondents say to fulfill project requirement and 35% respondents says Deploy work force in the assignment/project.

2.       Are you satisfied in fulfilling the objectives of your company Shri Ajhudhia Sugar Mill (Rana Groups of Companies) by doing manpower planning?

Table: 2

a)      Yes                                                                        75%                            

b)      b) No                                                                     25%

Fig. 5

Interpretation:

75% respondent satisfy by doing manpower planning and 25% are not satisfied by doing manpower planning

3.      Do you have your organization (Shri Ajhudhia Sugar Mill (Rana Groups of Companies)  specific model for doing manpower planning?

Table: 3

c)      Yes                                                                                    75%                            

d)     b) No                                                                                 25%

Fig. 6

Interpretation:

75% respondent says that they use specific model for doing manpower planning and 25% do not use specific model for doing manpower planning

4.      Did manpower planning help you during recession? 

Table 4

a)      Yes                                                                        80%                

b)      No                                                                         20%

Fig. 7

Interpretation:

80% respondent says manpower planning help you during recession and 20% says manpower planning help you during recession

5.      How do you forecast demand?

Table: 5

1.      Trend analysis                                                       60%

2.      Manageerial estimate                                            15%

3.      Delphi method                                                      25%

Fig. 8

Interpretation:

60% respondent says by trend analysis, 15% says Managerial estimate and 25% says Delphi method.

6.      How do you forecast supply?

Table: 6

a)      Staffing tables                                                                 10%

b)      Skills Inventories                                                             5%

c)      Management Inventories                                                 15%

d)     Replacement charts                                                         20%

e)      Demographic changes                                                     30%

f)       Unemployment rate                                                         15%

g)      Government policies                                                        5%

Fig. 9

Interpretation:

10% respondent says Staffing tables, 5% skills inventors, 15% Management inventors, 20% Replacement charts, 30% Demographic changes, 15% Unemployment rate and 5% Government policies.

7.      After identifying gap, what do you do in case of :

Table: 7

a)      Shortage:

(1)   Full-time recruitment                                                  50%

(2)   Part-time recruitment                                                  20%

(3)   Recalls                                                                         30%

Fig. 10

Interpretation:

50% respondent says that they identify gap by Full time recruitment, 20% says Part time recruitment and 30% says Recalls employee.

Table: 8

b)      Surplus:

(1)   Terminations                                                   35%

(2)   Layoffs                                                           15%

(3)   Demotions                                                       30%

(4)   Retirements                                                     20%

Fig. 11

Interpretation:

35% respondent says by Terminations, 15% by Layoffs , 20% by Demotions and 30% by Retirements.

8.      Does manpower planning help in Recruitment? If yes then by which source:

Table: 9

 [a] Job portals (pl specify the name)                                                  35%

[b] Newspapers (pl specify the name)                                     15%

[c] Campus placement (please specify institute name, if any)            30%

[d] Head hunting                                                                                20%

Fig. 12

Interpretation:

35% respondent says Recruit Employees by Job Portals, 15% by Newspapers , 20% by Campus Placement and 30% by Heart hunting.

CONCLUSION

The overall impression of the group was that strategic as well as tactical problems exist with regard to manpower planning.

Strategic Problems

The planning and management of human resources is very often divorced from wider organisational objectives and policies and personnel management is widely seen as an administrative function. Human resource plans on a strategic level are therefore not formulated and implemented. Often, the difficult problems involved in the recruitment, selection, training and personnel/career development of the highly skilled Air Traffic Control workforce are not addressed. Changes in working conditions and work practices alter planned objectives in Shri Ajhudhia Sugar Mill (Rana Groups of Companies)  and should be taken into consideration and associated modifications should be incorporated in the manpower planning process as outlined in this report to avoid continuous firebrigade measures.

Human resources have traditionally been regarded as a personnel department function. However, the PGMP believe that the subject deserves a higher individual profile and a broader perspective linked to a more proactive or ‘offensive’ role to create more flexibility in the long term.

The general view of the group is that manpower planning should resemble HRM and human resources planning in the important aspects of principles and strategies. This would include the furtherance of the mission of manpower planning and encompassing policy as well as practical aspects of resource planning.

Tactical Problems

The PGMP further perceived that the function of personnel management is still constrained by a reactive, ‘fire-fighting’ policy. Very often manpower planning is purely descriptive and becomes a theoretical exercise. As a result the forward planning process is deficient and it is probable that shortages and surpluses of controller supply have yet to be identified.

Further research is required to identify and establish effective work Shri Ajhudhia Sugar Mill (Rana Groups of Companies)  (e.g. rostering methods) and staffing methods (e.g. appropriate calculation of staffing or manning factors) and in manpower planning (e.g. forecasting). Special effort should be made to assess the implications of anomalies in staffing factors.

Research is also required to assess the implications of any change in staffing related issues outlined in this report in order to identify possible threats and dangers in manpower planning at the earliest possible stage.

SUGGESTIONS

·         Understands all types of shift patterns e.g. weekly, tri-weekly, second or fourth Saturday etc

·         Configurable system to suit your business needs

·         Seemless multilocation system

·         Fast and scaleable

·         Employee applying for OT, Leave; seeing relevant reports through Employee Self Help

·         HR managing master data and leave data

·         Filter employees by departments, customized lists

·         Weekly, monthly, daily reports

·         Reports: Attendance, Latemark, Summary, Employee Register, Muster roll

LIMITATIONS

·         Employees were reluctant to respond.

·         Matters were not provided on the ground of confidentiality.

·         Timing problem was there because employees were busy with their work.

·         No delegation of authority in H R department created problem.

BIBLIOGRAPHY

Books:

• Reddy M.S., Human Resource Planning, Discovery Publishing House, 2005
• Reddy M.S., Technical Manpower Planning, Discovery Publishing House, 2005
• Kothari C.R, Research Methodology, Wishwa Prakashan, New Delhi, 2008

Webliography:

• www.managementstudyguide.com/manpower-planning.htm
• www.expertscolumn.com/.../man-power-planning-need-and-importance
• www.planmanhr.com/hr-consulting.../manpower-planning.html

QUESTIONNAIRE

Name:

Designation:

Highlight your answers to close ended questions in red colour

1.      What is the role of HR in manpower planning?

a)      To fulfill project requirement

b)      Deploy work force in the assignment project.

2.      Which objectives of your company Shri Ajhudhia Sugar Mill (Rana Groups of Companies)  do you satisfy by doing manpower planning?

a) Yes              b) No

3.      Do you have your organization (Shri Ajhudhia Sugar Mill (Rana Groups of Companies)  specific model for doing manpower planning?

a) Yes              b) No

4.      Did manpower planning help you during recession? 

a) Yes              b) No

5.      How do you forecast demand?

a)      Trend analysis

b)      Manageerial estimate

c)      Delphi method

6.      How do you forecast supply?

a)      Staffing tables

b)      Skills Inventories

c)      Management Inventories

d)     Replacement charts

e)      Demographic changes

f)       Unemployment rate

g)      Government policies

7.      After identifying gap, what do you do in case of :

a)      Shortage:

(1)   Full-time recruitment

(2)   Part-time recruitment

(3)   Recalls

b)      Surplus:

(1)   Terminations

(2)   Layoffs

(3)   Demotions

(4)   Retirements

8.      In which of the following functions does  manpower planning help :

Recruitement

(1)   How do you recruit employees?

[a] Job portals (pl specify the name)

[b] Newspapers (pl specify the name)

[c] Campus placement (please specify institute name, if any)

[d] Head hunting

[e] Placement agencies