Manpower Planning
TFA 33 (1971-1973) 92-109
92 Some Aspects of Manpower Planning Models
ACTUARIAL SOME MODELS ASPECTS FOR OF STAFFS
NOTE PLANNING AN ORDERED
MANPOWER WITH
HIERARCHY by W. V. WEBB, F.F.A.
[Originally presented by the author at a N.A.T.O. conference and printed in Manpower Planning Models published by The English Universities Press Ltd] 1. Introduction A manpower planning model might be described as a device which looks into the future to provide guidelines for present action. This paper examines mainly the situation which would arise if stable conditions of recruitment, wastage, retirement, and the numbers in each grade within the hierarchy persisted for many years. Such an ideal is unlikely ever to be realised in practice, but the resulting model, sometimes called a “ steady-state ” model, is very useful as a standard from which to measure departures from the ideal, and to give early warning of future problems that may be inherent in present age and grade distributions. 2. Elements incorporated in the model (a) Grades of stuff. Suppose that the staff employed in a certain part of an organisation are classified in four grades, and that the number of posts in each grade that are required for the proper functioning of the organisation are known. (b) Recruitment. Recruitment is to the lowest grade only, but can take place over a wide age-range, and includes recruits from different sources and of different quality. (c) Promotion. Promotion is made from grade to grade to fill the higher posts as they fall vacant. Selection depends on service, age, ability, and the needs of the organisation. (d) Retirement. There are assumed to be rules about retirement on grounds of age, which take into account length of service, continuing efficiency, needs of the organisation, and wishes of the individual.
for
Staffs
with
an Ordered
Hierarchy
93
(e) Other wastage. Staff may leave through death, ill-health retirement, voluntary or involuntary
92 Some Aspects of Manpower Planning Models
ACTUARIAL SOME MODELS ASPECTS FOR OF STAFFS
NOTE PLANNING AN ORDERED
MANPOWER WITH
HIERARCHY by W. V. WEBB, F.F.A.
[Originally presented by the author at a N.A.T.O. conference and printed in Manpower Planning Models published by The English Universities Press Ltd] 1. Introduction A manpower planning model might be described as a device which looks into the future to provide guidelines for present action. This paper examines mainly the situation which would arise if stable conditions of recruitment, wastage, retirement, and the numbers in each grade within the hierarchy persisted for many years. Such an ideal is unlikely ever to be realised in practice, but the resulting model, sometimes called a “ steady-state ” model, is very useful as a standard from which to measure departures from the ideal, and to give early warning of future problems that may be inherent in present age and grade distributions. 2. Elements incorporated in the model (a) Grades of stuff. Suppose that the staff employed in a certain part of an organisation are classified in four grades, and that the number of posts in each grade that are required for the proper functioning of the organisation are known. (b) Recruitment. Recruitment is to the lowest grade only, but can take place over a wide age-range, and includes recruits from different sources and of different quality. (c) Promotion. Promotion is made from grade to grade to fill the higher posts as they fall vacant. Selection depends on service, age, ability, and the needs of the organisation. (d) Retirement. There are assumed to be rules about retirement on grounds of age, which take into account length of service, continuing efficiency, needs of the organisation, and wishes of the individual.
for
Staffs
with
an Ordered
Hierarchy
93
(e) Other wastage. Staff may leave through death, ill-health retirement, voluntary or involuntary