A Manpower Planning Model for Small Groups

Introduction A number of authors have commented on the failure of manpower planning to realise the high expectations originally held of its value to organisations. This has been generally true in British local government although there are exceptions as shown by the IMS study undertaken at West Sussex County Council. The need for effective utilisation of local government manpower is paramount, since up to 70 per cent of councils' expenditure can be manpower related. Furthermore a high proportion of work is service orientated (teachers, social workers, etc.) with only limited scope for a reduction in staffing levels through productivity schemes or the adoption of new technology.