Key Differences Between Human Resources Planning vs. Manpower Planning

 

The terms "human resource planning" and "manpower planning" are frequently used interchangeably. Both assist businesses in identifying future talent requirements and planning of time to ensure that those skills are available in the workforce. The primary distinction is that, whereas manpower planning is skill-based, human resources planning is talent-focused: Assuming that the skills are available in the labour force, how will employers ensure that they will be able to hire and retain those workers?

 

Here's one: Assume an organisation determines that there will be a greater need for employees who know how to collect, structure, and analyse Big Data in 10 years. They then try to predict how many people in the workforce will have those skills at that time. If there is a skills gap, they collaborate with governments, schools, and private organisations to promote the development of those skills. That is workforce planning. Human resource planning, on the other hand, would concentrate on creating a work environment that is appealing to and supportive of those employees.

 

To summarise, human resource planning is the process of achieving the objectives identified through manpower planning. How does that appear? It depends on several factors, but here are a few options:

• Understanding the millennial workforce's priorities and developing HR policies to support those priorities: flex time, remote working, work/life balance, and so on.
• According to a foreign workers agency in Malaysia, the majority of the younger generation does not find semi-skilled or labourer jobs appealing because they believe that such jobs are only appropriate for foreign workers. Government and authorities should intervene to tackle the problems of an over-reliance on foreign labour and to inform the public that it is OK to enroll in these jobs.
• According to research, more than a fifth of all millennials in the workforce have switched jobs within the last year. Human resource planning considers the factors that motivate employees to leave - boredom, a lack of a clear purpose, and so on - and implements strategies to counteract those factors. One strategy could be to give employees the opportunity to explore multiple career paths rather than expecting them to choose one right away. Another strategy is to provide context for the work you ask them to complete. While previous generations may have been content to complete tasks simply because they were asked to, the next generation of workers wants to know why it matters: how the tasks you're asking them to complete fit into the larger picture.
• Many employers have traditionally treated their employees as if they were "lucky to be here." Human Resource Planning entails adopting the mindset of "we're so lucky to have you." Accepting that the ball is in the employee's court is a critical component of attracting and retaining top talent.
• Another important strategy is to modify the performance review process to emphasise the value each employee brings and the opportunities for future growth, rather than coaching on areas that need improvement.

Human resource planning and manpower planning have the same goal: to ensure the organization's ability to compete in the future marketplace. They simply address different aspects of the same problem: ensuring that the skills you require are available in the workforce, and then shaping your work culture to be appealing to employees who have those skills.

Local labour/manpower shortage in Malaysia

 

Malaysia's industries have experienced significant transformations in order to compete globally over the last 10 years. High employment demand is felt across Malaysia and the economy, not just in the construction, agriculture, manufacturing and services sectors. Most of the industries is experiencing a labour shortage due to a lack of qualified local workers, the problem has been mitigated by the hiring of foreign labour.

Aside from a lack of local manpower employment, many industries is also experiencing issues with local skilled labour. As a result, government, organisations and SMEs have to look more closely at the problem - the shortage of local skilled labour in Malaysia. To solve these issues, first, we need to investigate the factors that may contribute to the shortage of local manpower or labour supply, and to provide recommendations for increasing the supply of adequate local labours in Malaysia.

The study's methodology should includes a literature review as well as an interview with the respondent, who was a Malaysian citizen and who worked in either the construction industry, manufacturing industry or agricultural industry. These personals including contractors, project managers, manufacturers, representatives from businesses and organisations.

It is common knowledge that the factors such as low wage certainty and a lack of career opportunities may contribute to a shortage of local manpower supply in Malaysia. On the other hand, the most effective approaches to expand the participation of local skilled labour in Malaysian businesses is to commercialise the name of the skill training programme and to implement customised training, particularly for local youth, and ultimately improve their skill levels and get them ready and better equipped with industry knowledge.

The Malaysian government assists small and medium businesses in training local workers, they also try to increase the lowest salary cap for local workers, and finally government also aimed to gradually restricting the employment of foreign labour phase by phase, with all these efforts putting in we can expect the local manpower issues will be fixed in a foreseeable future