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Manpower Requirements and Operations in a Business Proposal

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How to Create a Business Plan as an Entrepreneur

How to write a proposal on the introduction & marketing of bakery products, 6 types of business plans.

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Writing a winning business proposal can be a critical part of expanding your business. An informal meeting with a potential new client sets the stage, but a thoughtful, personalized business proposal can help you seal the deal. As you craft your business proposal, two important areas to consider are the manpower requirements of the project and the operational requirements of the project. These areas will help inform the project deliverables, milestones and overall budget.

Writing a Business Proposal

The purpose of a business proposal is to win new business, so it should be written with sales in mind. Some industries have a specific template that’s commonly used, so if you’re uncertain of the correct format, connect with peers in your network to find out proposal specifics. In particular, federal and state governments bids may have specific requirements that you need to meet.

In general, business proposals have five to six sections. These include an introduction, an executive summary, details about the project, deliverables and project milestones, a breakdown of the budget for the project and the conclusion. In the introduction, you can provide a brief overview of your business and why it’s well-suited for this particular project. In the executive summary, you can provide an overview of the project itself. Next, give more details about the project, including your operational and manpower planning.

Your deliverables and project milestones can be spelled out in the simple table. Your budget breakdown can also be delivered in a table and should include your manpower proposal for the project. Overall, business proposals tend to be relatively short and easy-to-read.

Manpower Proposal Considerations

Before you write your business proposal, consider the manpower you’ll need for this project. Your manpower requirements definition may include managers, front-line employees and employees with special skill sets required for this project. Define the roles of each member of your proposed team and how they will interact with each other. Estimate how long it will take for each team member to complete their portion of the project. Use that estimate to determine your manpower costs, keeping in mind their salary, their employee benefits, payroll taxes and other costs associated with their employment.

When you address manpower requirements in your business proposal, you may not need to include this level of detail. This level of planning can help you develop an accurate budget, though. Be sure to include a cushion for unexpected costs such as overtime.

Operations Proposal Considerations

Your operational plan will influence several areas of your business proposal. For example, it will play a large role in the section where you spell out the details of your project. You may want to include a brief description of how your product is made, as well as your supply chain. You should also describe the quality control measures you have in place to ensure a high-quality product or service.

As you develop your project budget, keep in mind operational requirements such as the type of physical space you’ll need, any special equipment you will need to purchase, any special materials you’ll need to obtain, storage costs and delivery costs. You may not need to go into this level of detail in your proposed budget, but using a high level of detail for planning ensures a higher level of accuracy, which can help prevent cost overruns.

Fundera: How to Write a Business Proposal in 6 Steps to Win Clients
Inc.: Business Proposals
The Balance Small Business: Including Management and Human Resources in Your Business Plan
The Balance Small Business: The Operations Plan Section of the Business Plan

Melinda Hill Sineriz is a freelance writer with over a decade of experience. She specializes in business, personal finance, and career content. She has worked in sales and has managed her own small business for more than a decade. She has also written content for businesses in various industries, including restaurants, law firms, dental offices, and e-commerce companies. Learn more about her and her work at thatmelinda.com.

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A Comprehensive Guide to Manpower Planning: Process and Best Practices

Manpower planning planning is one of the crucial parts of HR management activities. Through the formulation of manpower planning, companies ensure an adequate workforce availability to sustain business operations.

As the most valuable asset in a company, HR must meet the expectations and needs of the company. Otherwise, there is a high possibility that the company could stumble.

So, what is manpower planning and what are its strategies? Find out the complete review in the following Mekari Talenta article.

What is Manpower Planning?

Manpower planning is a process of identifying, planning, estimating, and fulfilling the workforce with the right quantity, time, place, and cost according to the company’s needs.

However, nowadays, the term manpower planning is not only about fulfilling workforce demand and supply.

But also about how companies can ensure that existing workforce can possess the skills required by the company and determine what technology is needed to optimize the skills of these employees.

Marcus Lemonis, an American entrepreneur, said, “The customer is number two for me right behind the employee.” It means that company should always put their employees welfare first above all else.

Importance of Manpower Planning

The strategic implementation of manpower planning can have impacts not only on HRD but on the overall business as well.

Here are some benefits that companies can obtain through good manpower planning:

Increasing business productivity as the company can estimate the quantity and types of workforce and technology needed.
Enabling the company to have quality workforce in line with the business needs and goals.
Detecting problems early in the management system, especially in the HR field, along with mitigation strategies.
Creating efficient workforce administration so that when there is employee turnover, the company does not have vacant positions causing disruptions in the organization.
Facilitating HR managers to make strategic decisions in developing the workforce in terms of technology, skills, and employee satisfaction.
Quoting Deloitte, manpower planning can cost-effectively manage labor costs. This is because the company can budget the number of workers and costs accurately.
Creating customer satisfaction. With good manpower planning, the company management automatically has good systems and standards, which impact customer satisfaction.

Manpower Planning Objectives

The main objective of implementing manpower planning is to ensure the availability of workforce according to the company’s needs. This planning process is not an activity that is done once or twice. Instead, it is a continuous process as long as the company exists.

Moreover, every 5-10 years, industrial technology always changes and evolves, thus companies inevitably have to adapt.

For example, 10 years ago, cloud computing technology or artificial intelligence (AI) were not well-known by industries. However, recently, these technologies have become assets for companies to survive in the digital era.

Companies are required to fulfill these needs by having Human Resources or workforce capable of developing and operating such technologies. Manpower planning process is also needed when a company sees new business opportunities and wants to implement them.

Such projects require time, cost, manpower, and technology. If done hastily, these opportunities can turn into threats leading to losses.

For instance, HR in your company has recruited 5 employees. However, the required technology is not available yet, the project timeline is unclear, and even the budget does not meet the project’s expectations.

Here is where manpower planning plays its role in ensuring that these elements are met appropriately according to the company’s needs. Thus, the business opportunities can run as expected.

In other words, another objective of manpower planning is to ensure no mismatch among the workforce, time, place, technology, and economy.

According to The 2022 Global Talent Shortage by ManpowerGroup , the average talent shortage worldwide reached 75 percent in 2022.

The sectors most affected include government, education, healthcare, technology, manufacturing, finance, and retail.

Meanwhile, according to the World Bank report in 2018, Indonesia needs at least 9 million IT workers between 2015 and 2030.

This is also supported by data from Korn Ferry in 2017, which predicted Indonesia would face a skilled labor deficit of up to 3.8 million by 2030.

If both of these situations occur in your company, the business growth rate will be significantly slower. Companies will also struggle to compete and survive, especially in the future.

One strategy to narrow the talent gap or even enhance the company’s ability to meet its workforce needs is through manpower planning.

Best Practices in Manpower Planning Process

As a guideline, there are 4 main steps in strategically developing manpower planning, as follows:

Know the Company’s Business Conditions and Plans

Although manpower planning is an ongoing process that runs continuously, every year the company has business plans and evaluates the current and future conditions.

HR managers, in this case, must coordinate with all departments and business units. What are the strategic plans of each business unit and what funds are needed?

To get to know your company to align with manpower planning, at least consider the following factors:

The current workforce, how many business units there are, and the types of jobs currently available
The current work culture. Does it already meet expectations for the company, employees, and customers?
Business goal priorities both short-term and long-term
The type of individuals and skills needed by each business unit
Also, know the growth stage of your company, whether it’s startup, growth, mature, or decline. This will determine the needed workforce capacity.
Potential business risks both existing and future ones.

Mapping the Company’s Future Workforce Needs

The next step is to map the future workforce needs or manpower forecasting. Through manpower forecasting, you can estimate the required workforce and the capabilities needed by these employees. Manpower forecasting itself has two approaches: internal and external.

Internal analysis includes:

Expert analysis involving all employees including stakeholders from each department and C-level. This can be done through surveys or informal discussions.
Workload analysis by considering the existing work culture, functions, and the skills most needed by each department or business unit.
Workforce analysis, which involves observing the number of recruits, annual turnover rates, attendance records through online applications, and employee performance.
Other workforce-related analyses such as financial and business analyses.

While external analysis includes:

Analysis of the job market trends and its impact on the company.
Third-party analysis. Whether it’s stakeholders who can provide external data or technology suppliers who can support the company’s manpower planning process. For example, the use of employee recruitment applications.

Develop Workforce Programs

The next step is to develop workforce programs which include recruitment process models, Standard Operating Procedures, and workforce placement.

Additionally, it should be noted that in manpower planning, the company not only focuses on obtaining the needed workforce but also on how to retain it.

Compensation programs, working hours, absences, accessibility, and other methods to ensure employee satisfaction with the company are crucial aspects not to be overlooked.

Design Workforce Development Programs

Finally, workforce development should be implemented to meet the company’s required skill demands. As mentioned earlier, manpower planning not only focuses on recruiting new talent but also on developing existing talent.

According Huawei’s Future of Work: 2022 Digital Talent Insight report, there are three main programs that companies can implement in workforce development programs:

Leadership: Building a workforce culture in the management stage so that the existing workforce has the same mindset as the company’s vision.
Upskilling and reskilling: Developing existing employee skills or introducing new skills to employees.
New skilling: Providing new skills to new graduates, for example, through internship programs or external training.

Examples of Manpower Planning

Here are some study cases that explain some cases on how manpower planning can be used.

Manpower Planning on Recruitment Process

Manpower planning often used in the recruitment process since some businesses have reasons to hire more employees. With effective manpower strategy, company can identify its goal while determining how many employees they need to complete some tasks.

For example, a manufacturing company that produces steel products for construction projects analyses its sales number and found that the number of customers may increase two times within a year. The company realizes that it doesn’t have enough employees to meet the production numbers for the increasing customer. This forecast indicates the needs of hiring additional workforce to meet production quotas.

Then, they develop a plan and identify how many employees required to increase production number. The company finds out that they need 20% more workforce to run the plan and begins recruiting new employees. Over two years, they can achieve their goal to meet the demand of production for their increasing customers.

Manpower Planning on Leadership

Leadership often stands as a critical component within a business’s workforce. Effective leadership typically leads to enhanced productivity, the implementation of new policies, the cultivation of healthy work environments, and the facilitation of efficient processes.

Moreover, it is typically pivotal in fostering readiness for change. As a business undergoes operational shifts, adept leadership can significantly aid the change process. A workforce plan commonly assesses the current leadership capacity within the business, highlighting the potential need for leadership development.

For instance, one company specializing in personal finance consultation, conducts an analysis of its HR metrics and observes a steady decline in employee engagement. It anticipates that only 20% of its existing employees may remain within the next three years.

Recognizing the necessity for workplace transformation to bolster employee relations and retention rates, it devises new policies. However, it acknowledges the need for enhanced leadership to effectively implement these policies and achieve their objectives.

Consequently, the company formulates a workforce plan that incorporates training and development initiatives for its current leadership. Through participation in leadership development programs, both management and senior personnel refine their leadership competencies.

Then, employees begin to place greater trust and respect in their leadership figures, thereby fostering a more positive workplace atmosphere. As a result of the improvement in its leadership capabilities facilitated by enhanced workforce planning, it observes a rise in its projected retention rates.

Manpower Planning Through HRIS

One strategy in conducting manpower planning is by relying on HRIS.

Through HRIS technology, you can utilize workforce data more easily and comprehensively. This data can then be used to determine the future direction of the business, especially in HR.

According to Gartner’s report , only 12% of companies effectively utilize workforce data, especially in assisting business decision-making.

One provider of HRIS in Indonesia is Mekari Talenta.

Mekari Talenta is a software that has features covering multiple HR functions such as online attendance, payroll, performance management, employee self-service, employee database management, and manpower planning.

With Manpower Planning (MPP) feature , company no longer needs to do manual d ata analysis , mapping, calculation, and determination of employment plans. The allocation of manpower needs is more transparent to prevent uncertainty and to tone down recruitment costs.

Furthermore, through the employee database feature of the Mekari Talenta application, you can manage large employee data in minutes and update data in real-time to save time.

If you are planning to conduct HR planning in the near future, consult your HR issues with our sales team now and try the demo for free.

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Manpower Planning

Manpower planning is a very important tool and technique of human resource management. It basically aims at maintaining and improving the ability of an organisation to attain the goals of an organisation by developing and utilising properly its human resources.

Learn about:-

1. Importance of Manpower Planning 2. Manpower Estimation3. Preparing Manpower Inventory 4. Process of Manpower Planning

5. Methods 6. Determining Manpower Gaps. 7. Needs 8. Framework 9. Approaches for Developing Manpower Planning 10. Advantages.

What is Manpower Planning: Importance, Process, Methods, Needs, Approaches, Advantages and Other Details

Manpower planning – importance in “manpower planning companies”.

V. S. Narayanrao explained the practical utility and importance of manpower planning in “Manpower Planning Companies”, accordingly –

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(1) At the national level, it is generally done by the government and covers various items like population projections, economic development programmes, educational facilities, occupational distribution and growth, industrial and geographical mobility of human resources.

(2) At the sector level, it can be done by the Central and State Governments covering the manpower needs of various sectors such as industry, agriculture, service sector.

(3) At the industry level, it may cover manpower forecast for specific industries e.g., heavy industries, engineering, consumer goods industries, public utility industries, etc.

(4) At the industrial unit level i.e., micro level, it may cover its manpower needs for its various departments and for different types of personnel.

Thus, Manpower Planning plays an important role at both the micro as well as the macro level. It is found today that more complex technologies are functioning in economic, social, business environments. As a result, the organisations face shortages of the right type of human resources. Manpower planning enables to get the right type of personnel in the organisation.

Manpower Planning – Manpower Estimation and Its Dimensions

It is very essential for the management to estimate the structure of its organisation at a given point of time. For this estimation, the number, type, qualifications, qualities etc., of the employees needed must be determined. In fact, many environmental and other factors affect this determination of manpower.

Important factors amongst them are business forecast, development, expansion and growth of the organisation itself, management philosophy and policy, government policy, design and structural changes, product and human skills mix, competition etc., Manpower estimation is very important in the human resource or manpower planning process

It has made clear that the objectives of an organisation are decided and defined by the top management. The role of human resource department is to sub-serve the overall objectives by ensuring the availability and optimum utilisation of human resources. Therefore, manpower estimation is required to be done properly which involves the estimation of the quantity and quality of right type of people or human force.

It is obvious that the basis of the manpower estimation should be the annual budget and also long-term corporate plan. For this purpose, certain techniques such as managerial judgement, ratio-trend analysis, and Delphi technique can be used.

The main dimensions of HR planning, estimation of manpower are as follows:

(a) Total number of employees presently available and their types, nature of work, wages etc.

(b) A detailed job-description for each position of employee working in different departments.

(d) Estimation of short, medium and long-term manpower needs.

Manpower estimation can help an organisation to retain the desired employees longer and keep them functioning more efficiently and more productively at a reasonable cost.

Specifically, it can help to achieve the following objectives:

(i) To make available the human resource in adequate quantity and of required quality.

(ii) To reduce recruiting and replacement costs.

(iii) To reduce labour costs associated with attrition.

(iv) To improve employee morale and satisfaction.

(v) To control unnecessary expansion, or rapid expansion or reduction in workforce.

(vi) To monitor staffing and retention policies.

(vii) To focus on training resources properly.

Manpower estimation definitely helps an organisation to manage its human resources in a better way and more effectively with dynamic situations. It should be noted that all organisations, especially those which have a high labour turnover must systematically do their short-terms, medium-term as well as long-term manpower estimation and human resource planning. Further, in order to meet the changing conditions, periodical reviews and adjustments are also necessary.

In order to achieve effective HRP by doing manpower estimation properly, the duties involved and the skills required for performing all the jobs in an organisation, necessary information is required to be collected in respect of various jobs to be performed. Hence, job analysis becomes essential. Job analysis refers, in simple language, to the process of collecting information about a job. The job analysis process results in two sets of data i.e., (a) Job description, and (b) Job specification which is then used to carry out job evaluation.

Manpower Planning – Preparing Manpower Inventory (With Steps)

“Manpower Inventory involves the classification of characteristics of personnel in an organisation, in addition to counting their number.”

The term ‘inventory’ is often used in relation to counting of tangible objects like raw materials, goods in progress, or finished products, etc. In manpower inventory, the items are intangible.

It involves cataloguing the characteristics of personnel in the organisation, besides counting their number. Both present and future characteristics of personnel are recorded in the manpower inventory.

It involves the following steps:

1. The first step in manpower inventory is to decide who should form a part of it. Generally, inventory is prepared for persons working on important posts—the executives and some persons from the operative staff are covered in it. From operative staff only those persons are included in inventory who have the potential of taking up higher responsibility posts.

2. After determining the persons to be included in manpower inventory, the second step is to collect information about them. Some information may be collected from records while some may be collected through interview or talks with the concerned persons.

The factual information such as age, experience, education, health, appraisal reports, attitude, etc. will be noted from the records. The brief interviews with persons will help in understanding his caliber, attitude, aspirations, motives, etc.

A summary statement of information is prepared about each person and is kept ready for consultation. The information will help management to find out the suitable persons in the organisation for taking up senior positions in future. This will also enable management to determine whether persons from outside will be required in future or not.

3. The next step in manpower inventory is to appraise the talent catalogue. The present and future capabilities of persons are assessed. Some scale is prepared for appraising the persons.

Besides appraisal tests, remarks about persons are also given. The remarks may relate to their talent, decision-taking ability, training required, specific limitations, etc. Besides appraisal tests, specific remarks are useful in picking up persons for future positions.

The manpower inventory will enable manager to know the present and future potentialities of all individuals and their suitability for various jobs.

Manpower Planning – 9 Main Strategic Processes for Manpower Planning

Manpower planning is described as a process. It is a continuous process in the sense that the work of estimating demand for and supply of employees is required to be carried on as long as the organisation carries on its business. The process of manpower planning is one of the most important, crucial, complex and continuing managerial functions.

It entails consideration of several steps with relevant input before the estimation of manpower requirements can be arrived at and also involves, the identification of the source of supply to meet the requirements, taking into consideration various constraints.

Manpower planning process seeks to ensure that the people with right fit in the required number are placed at the right time in the organisation.

From this point of view, G. Stainer suggested nine strategies for manpower planning which are stated as follows:

(a) Collection, maintenance and interpretation of relevant information regarding human resources.

(b) Periodical review of manpower objectives and requirements.

(c) Development of procedures and techniques to determine the requirements of different types of manpower over a period of time.

(d) Development of measures for the utilisation of manpower along with independent validation, if possible.

(e) Employment of suitable techniques for the effective allocation of work with a view to improve manpower utilisation properly.

(f) Conducting surveys for determining the factors hampering the contribution of individual as well as of the groups in the organisation for modifying or removing those handicaps.

(g) Development and employment of methods of economic assessment of human resources, reflecting its features as an income generator and cost.

(h) Evaluation of the procurement, promotion, retention, etc., of the effective manpower resources in relation to the forecast of manpower requirements of the organisation.

(i) Analysis and controlling of organisational processes and structure for encouraging maximum individual and group performance without incurring excessive costs.

These strategies also throw light on the objectives of manpower planning and we can get an idea from these points about the steps involved in the manpower planning.

The process of manpower planning begins with the determination and review of the objectives of organisation. This enables the management to estimate the manpower requirements and internal supply of human resources. W, S. Wickstorm suggested that the manpower planning consists of a series of activities such as –

(1) Forecasting of future manpower requirements.

(2) Making an inventory of present manpower resources and also assessing the extent to which these manpower resources are employed optimally.

(3) Anticipation of manpower problems by projecting the present resources into the future and making comparison with the estimation of human requirements in order to determine their adequacy, both qualitatively and quantitatively.

(4) Planning for the programmes of selection, training, development, utilisation, promotions, etc., in order to ensure adequate manpower supply in the future.

Prof. R. S. Davar suggested the following important steps involved in the process of manpower planning:

a. Anticipation of manpower requirements for the organisation.

b. Proper planning of job requirements and descriptions.

c. Analysis of skills required in order to determine the nature of manpower needed.

d. Selection of adequate and suitable sources of recruitment.

Dr. P. Subba Rao pointed out following eight steps of process of human resource planning:

(a) Analysis of organisational plans.

(b) Demand forecasting – Forecasting of overall human resource requirements in accordance with the organisational plans.

(c) Supply forecasting – Obtaining the data and information about the present inventory of human resources and forecasting of the future changes in the human resource inventory.

(d) Estimation of net human resources or manpower requirements.

(e) In case of future surplus, plan for redeployment, retrenchment and lay-off.

(f) In case of future deficit, forecasting of the future supply of human resources from all sources with reference to plans of other companies.

(g) Plan for recruitment, development and internal mobility if future supply is more than or equal to net human resource requirements.

(h) Plan to modify or adjust the organisational plan if the future supply is expected to be inadequate with reference to future net requirements.

Prof. P. Subba Rao further makes it clear that all the steps of manpower planning are interdependent and sometimes, certain steps can be processed simultaneously. For example, steps ‘a’ and ‘h’ mentioned above can be undertaken simultaneously.

The persons who perform manpower planning work have to decide the period for which the plan should be prepared.

Manpower planning can be done for:

(1) Short term such as one year or so.

(2) A medium term which is for more than one year but upto five years.

(3) For a long term which is for a period of more than five years, ten years or upto fifteen years.

It is regarded that manpower planning for a very long period of time does not serve much purpose. Manpower planning is generally done for a period of five to seven years with a break-up given for each year.

While doing the manpower planning the following important steps are expected to be completed:

1. Analysis of the objectives of the organisation in relation to the human resource planning:

Objectives of the organisation act as a guideline for estimating the demand for manpower in the future. The objectives should be stated in clear terms so that the work expected to be done for achieving the objectives can become clear to the people involved in man-power planning. Hence, the process of manpower planning should start with analysing the organisational plans into production plan, technological plan, expansion and diversification plan, marketing and sales plan, etc., and further, each plan should be analysed into sub-units as per requirements.

Analysis of organisational plans helps in estimating the demand for manpower as it gives the idea about the quantum of future work activities. It is to be done to relate future manpower needs to the future organisational needs so as to maximise the future returns on investment in manpower or human resources.

If the objectives are stated in terms of market share to be obtained or the type of product to be manufactured and the volume in which it is to be manufactured, it becomes possible for the planners to estimate the manpower which will have to be employed in various departments and sections to complete the expected production. Objectives decided in terms of expansion, modernisation and diversification programmes also enable the planners in preparing a proper manpower plan.

If the organisation is small, manpower planning can be done to cover the entire unit. But, if it is large, manpower planning is done for separate departments or units or by class of employees at each level or at a cluster of levels.

2. Forecasting future human resource needs (estimating manpower requirements):

The concept of ‘Forecasting future human resource needs’ implies estimating the manpower requirements or estimating the need and demand for manpower for the fixed period for which the manpower planning activity is undertaken.

When manpower planning is done, the person in charge has to find out the requirements of human resources in order to undertake various activities. The human requirements forecast must be both in terms of quantity as well as quality. While doing so, forecasting supply of manpower is also required to be considered to adjust demand of human resources with its supply.

While forecasting or estimating manpower requirements, the existing job design and analysis is required to be reviewed thoroughly keeping in mind the future required capabilities, knowledge, skills, etc., of the present employees. If required, various jobs are redesigned considering the organisational and unit-wise plans and programmes, quantum of future work, activities, tasks, etc.

After analysis and estimation of the objectives of the organisation, in the light of expected changes in the process of production, job designs, etc., the requirements of human resources for the existing departments of the organisation as well as for new vacancies are found out.

The demand for the employees depends upon the objectives of the organisation. It becomes necessary to estimate the future demand for the product or products which the organisation is manufacturing. The demand for the product itself is affected by many factors such as the degree of competition faced by the organisation, likes and dislikes of the customers, state of the economy, policies of the Government in respect of imports and exports, etc.

Once the demand for the product of the organisation is decided, in the light of it, the number of employees needed for manufacturing the required quantity is calculated. Need for employees are also required to be decided by considering the type of technology which the organisation intends to use in its work. Technology changes at a very rapid rate and, therefore, it becomes difficult to know what will be its effect on the number of employees which the organisation will need.

Along with the external factors, internal factors like budget constraints, level of production, policies of management regarding new products to be introduced, labour intensive or capital intensive methods of production to be adopted, future organisational structure planned by the management also affects the demand for the manpower and due consideration of these factors also becomes necessary on the part of persons doing demand forecasting for the manpower.

3. Forecasting supply of manpower:

After completing the second step of demand forecasting, planners doing manpower planning have to forecast the supply of manpower. The first step in supply forecasting is to consider the present manpower available with the organisation. For this purpose manpower inventory is prepared.

(i) Manpower Inventory:

Manpower inventory is the data collected about the present employees of the organisation. Information about all the employees is collected with reference to the department in which the employee is working, his status or position, age, sex, qualifications, experience, training programmes completed, pay-scale, skills possessed, abilities and capabilities, etc., This information is classified in a proper way to enable the planners to understand how many employees are available with the organisation at present.

(ii) Manpower Audit:

Manpower audit is carried out to find out how the present employees are utilised. The manpower audit points out the information about the performance of the employees and whether the skills and abilities of the present employees are fully utilised or not. It also enables the planners to identify the employees who can be developed for undertaking more responsible jobs in the future. Information about absenteeism of the employees, productivity of the employees also becomes available through manpower audit and this information can be used by the management for improving the performance of the employees.

4. Comparing demand forecast with supply forecast:

The total number of employees needed as calculated by demand forecast is compared with the total supply of manpower expected to be available in the plan period. Such a comparison may show that there is shortage of manpower or there is excess manpower available with the organisation. The persons doing manpower planning would find out what is the position of manpower in the organisation so that accordingly, necessary plans can be prepared for meeting that situation.

5. Preparing plans and programmes:

On the basis of the information available from the 4 th step mentioned above, the planners have to prepare a plan and a programme. If there is shortage of manpower, plans are prepared for recruitment and selection of the new employees. For this, the sources of recruitment are decided and information available about prospective employees is obtained. Depending upon the type of person to be selected, an adequate selection programme is prepared and implemented.

If instead of shortage of manpower it is found that there is excess manpower available, arrangement is made to redeploy the surplus employees by providing training to them so, that they can perform the new jobs satisfactorily or schemes like ‘golden handshake’ are prepared and the equilibrium between the demand for and supply of manpower is achieved.

Plans are also prepared for full utilisation of the human resource available. Transfer of employees, training of employees and career development plans for the employees are prepared with the objective of making proper and full use of the abilities of the employees and also to help employees get job-satisfaction, one of leading factors of retention.

6. Execution of the plans and evaluation of the manpower planning:

The plans prepared for obtaining additional employees or for reducing the excess number of employees is implemented. The effectiveness of the entire manpower planning is evaluated by finding out whether manpower planning has enabled the organisation to achieve the objectives as per expectations. In case the objectives are not satisfactorily realised, manpower plans may be required to be modified or the organisational objectives may be altered.

Thus, in the human resource planning process, there is forecast of personnel needs i.e., employees needed, assessment of the supply factors through various personnel-related programmes. Of course, the HRP process is definitely influenced by the overall organisational goals and objectives as well as the environment of business.

Manpower Planning Process :

The process of manpower planning works in a stepwise manner.

The steps for the same are listed below:

1. Need identification – Each department has to identify its targets and get resources allocated accordingly.

2. Succession plan – Then, a succession plan must be formulated by the personnel managers of each department ensuring that they incorporate additional training programs in order to alleviate the labor turnover rate of the company.

3. Planning – Planning is done for recruiting candidates if there is shortage of staff in the organization.

4. Redundancy plan – A redundancy plan must also be developed in case the organization feels that there are employees in a company that are not required.

5. Approval – These plans and proposals made by the personnel managers are then sent to the higher management team for approval. If these are approved, then each department seeks to implement them and depending on the needs of individual departments and cost constraints, these plans are evaluated and managed.

Manpower Planning – 4 Main Methods and Techniques Used to Determine the Requirements of Personnel

The four methods generally used to determine the requirements of personnel are:

(i) Annual estimate of vacancies;

(ii) Long-range estimates of vacancies;

(iii) Fixed minimum man specification requirements; and

(iv) Specific position estimations.

Annually the top management team and the directors must examine their organisation structure and its adequacy for the assigned functions as well as its adaptability for change anticipated in the near future. This analysis or audit includes a review of the current vacancies and probable future changes in the organisations personnel.

For example, adequate forecasts of organisational changes can indicate the number of executive positions which will have to be filled as well as the duties and responsibilities for such positions. From this can be ascertained the nature of training and development required for the existing staff to fit these positions adequately.

A crystallisation of the future job requirements can help selection of persons who should participate in the management development programme. In this way, manpower planning is helpful in both the selection and developmental activities.

Techniques of Manpower Planning:

I. Manpower Demand Forecasting Techniques :

1. Time Series Analysis

2. Regression Analysis

1. Time Series Analysis:

It is based on work load and manpower utilization. The four elements considered in a time-series are trend (T t ), cyclical effect (C t ), Seasonal effect (S t ) and random effect (R t ).

They are multiplicative –

V t = T t x C t x S t x R t

The projections are done by either moving averages method or exponential smoothing method.

2. Regression Analysis:

(i) Simple Linear Regression:

The method that is used is called the least-squares method. The line of best fit is obtained through a scatter diagram in which the sum of the squared vertical deviations from the fitted line is minimised.

Table of Contents

Are you looking for starting a manpower supply agency?

If yes, let me bring confidence to your face. This article has everything that will aware you of all the necessities required to make your company a brand in the field of manpower supply.

With a huge boom in the industrial sectors, manpower suppliers are high in demand. Besides industrial sectors, it has several sectors to work on such as security employees or security team which is required almost everywhere.

This article involves what manpower supply business is all about, required license and registration, monetary and non-monetary resources, benefits, cash inflow, and miscellaneous.

What a Manpower Supply Agency Does

A manpower supply agency provides skilled workers or human capital to companies that are looking for temporary or permanent employees.

The agency, continuously, hires new skilled workers and trains the unskilled members to make a high volume of resources.

It is quite struggling for any company to hire new employees with the required skills and talent. However, it is simpler to get the task done directly by contacting an employee outsourcing agency. That’s how a manpower agency comes to the notice and gets its job.

Here is an instance that will enlighten our concept better:

“Suppose you have a famous manpower supply agency in New Delhi. A builder from Bengaluru comes to New Delhi and wants to build an apartment in a 5000 square feet area.

Now, we have two things to notice. First, he does not belong to New Delhi and hardly knows anyone here. Second, he needs a huge volume of labor, skilled worker, and a few contractors.

Imagine, what you suppose he looks for then?

Correct! He will try to find the best manpower supply agencies and being a famous agency, you are the best possible option.”

I hope the example makes clear what a manpower supply business can do. However, we will discuss other broader aspects in this article.

Benefits for Companies to Hire Manpower Suppliers

The manpower service supplier is cost-effective for them.
They get rid of the complex hiring process of companies.
They can focus on the other important tasks.
Manpower agencies reduce risks associated with hiring.
These agencies are perfect to negotiate salaries on the company’s behalf.
Companies get help to be more flexible.
By decreasing the major stress, companies increase their productivity.

Before we dive into those aspects, let’s understand the most important license and registration part.

License and Registration Required

1. Contract labour (regulation & abolition) Act: This is an act established by Indian Legislative Authority in the year 1970 which states to prohibit employment in certain circumstances and regulate the working conditions during employment. It is applicable if you are starting your business with 20 plus employees.

You need to obtain proper registration from the Indian Government before you start employing workers.

The complete procedure is as follows:

The employer must approach the Registering office with the Application for registration in Form No I and along with the receipt representing payment of the required and prescribed fee.
If the application for registration is fulfilled without any issue, the registering officer will register the business and grant the copy of the registered certificate in Form-II.

2. License for contractors: In case, you are a contractor with 20 or more workers, you need to obtain a license for engaging in contract labor working for the agency.

This license will be issued by the authorized licensing officer as per the provision under section 12.

Need a Grant of the license under section 13G

This includes:

The contractor of the agency has to request the Licensing Authority along with the application for the grant of a license in Form No-IV.
A security amount of Rs.20 has to be deposited at the time of applying for the license.
The receipt for the fee paid must be submitted to the licensing officer.
The certificate by the principal employer in Form-V states that he employs the applicant as the contractor concerning its establishment.
After making necessary investigations, The licensing officer will grant a license in Form VI which can be renewed from time to time.

3. Renewable for the License: The license holder needs to present the application to the licensing authority before 30 days of the expiry date of the license.

4. Register Your company with:

Service Tax Department
Professional Tax Department
Labor Welfare Fund Authority
EPF Authority
Company’s PAN Card, and
A Current Account in any centralized bank.

List of the key roles of a manpower supplier agency

To plan human resources (manpower).
To research and gather all the knowledge related to the nearby competitors.
To enhance skilled worker team.
To use all the social media platforms with the best relevant profiles and business pages to gather an online audience.
To research the companies nearby to reach them easily for providing them with employees.
To market the employer brand so that the companies grow and lead you to grow.
To evaluate your ups and downs, pros and cons, and profits and losses.

What should be the approach of the agency

Giving a quick response to requirements.
Appoint an experienced HR Professional Assistance who can help to hire.
Optimize your strategies according to the client’s needs.
Can join preferred partners to various ministries or organizations.
Need to tie ups with the leading consultants.
Establishing comprehensive technical, operational, and skilled support.
Market yourself within the industry through your online and offline presence.

Required Monetary Resources

The good news, this business doesn’t require much investment and anyone can start this business with low funds.

You require only 10 to 15 K INR for the license.

You just require 15 to 20 K INR for registration.

A current account is needed with a 10 K INR Average Monthly Balance.

Other monetary resources such as office and promotion will need according to your niche.

If you want to start a business and you don’t have funds, you don’t need to worry. Here are some useful links you can click and apply for load for any business.

1. https://bit.ly/3z3MseW

2. https://bit.ly/3POOzt5

3. https://bit.ly/3MZfcK6

Possible Earnings of This Agency

Unlike other business plans, a manpower supply business needs fewer investments and gives a huge profit.

The earnings may vary according to the brand name and the number of employees the agency has. It also doesn’t have one traditional way but multiple ways related to the company’s and employees’ needs.

Such agencies, work in several ways simultaneously work specifically.

Normally, an agency charges 20% of the total earnings of the employee on a daily, monthly, or yearly.

Agency also receives commissions for providing with the employees depending on a temporary or permanent basis.

Let’s understand this with an estimated 20 employees and you get commission daily.

A worker gets Rs. 800 per day, there 20 workers will get Rs. 16000 per day. Therefore 20% of the amount will be Rs. 3200 and you get this per day. The agency can earn more by increasing the number of skilled employees.

Sometimes the agency gets a good commission by referring technically skilled employees. This method provides more profit and lies on less risk.

Ultimately, a manpower supplier business plan gives you profitable earnings in every format.

To run any business and make that a brand, requires lots of strategies, energy, efforts, support, and no doubt investments. If we talk about the business we have been discussing, it doesn’t require much investment and gives you a great profit. You just should follow the step-by-step stages that are discussed above and everything will be going alright! Let me summarise, the most important points to remember are a good skilled workers team (at least 20 workers), proper research of competitors, proper research of the companies you want to send employees, complete license and registrations and so on.

You can write us for more details or if you want us to research any other business plan and write an article on that topic.

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How to Start Manpower Supply Business in India

Table of contents.

How does it work?

One live example to know it better

The preplanning will help

Select specific business industries to which you want to supply manpower

What are the minimum qualifications needed for each sector, develop skilled professionals, how to effectively maintain the list of resources we have, market yourself with in the industry, get a license, register your company with, get a pan card and gst, open any bank current account, take competitive advantage, identify the market, marketing to clients, attracting candidates, booths in industry-related trade shows.

How much does it cost to start this business in India

How much we can earn with this business

Advantages of this business.

Disadvantages of this business

How to start manpower supply business in India

Do you have this question in your mind, how do I start a manpower supply business? You are at the right place to know it all. Let’s not waste time and dive in.

Ideas to start and make money from the manpower supply business in India.

Manpower means human resources that can achieve any organization’s workload. Supplying them is engaging in providing those human resources temporarily or otherwise having them under client supervision for some time. Based on the huge boom in the industrial sector, manpower is high in demand. This would be the best opportunity to start and make some money. Not only industrial but a lot of other sectors also in demand for manpower one or the other way. Nowadays, security is also coming from manpower supply companies only. Even software companies also provide their team to work for clients.

How does it work?

You will have readily available human resources with you
Any organization in need of manpower will contact you with their need and
You have to filter good resources you have based on the organization need and give them
They will pay you money per resource basis. Few organizations will pay to the resource directly. In this case, you will get a commission.

Let’s say there is a builder. He buys land, constructs apartments, and sells it. Sometimes he gets to work somewhere outside his place where he doesn’t have any manpower. In this case,

He will reach the nearest available manpower supply company
Give them his requirement like how many people needed, for how long, etc
Manpower supply company will quote him per resource and day basis or per time
Then he should stop worrying about the manpower as the supplier will worry

Businesses these days are outsourcing these kinds of things to de-load themselves. Because maintaining their manpower is time-consuming and a little stressful.

The preplanning will help

As we know, to start any business we need proper planning. Same needed with this one too. This needs a very effective plan as it deals with one of the key needs of any organization (human resource). Let’s get to know what we should be doing in order.

In case if you miss this: How to Make Money from Cashew Nut Processing .

Different sectors will have different needs. Few will have hard work and few have soft work. We might need to select the sectors based on the resource we have or whom we want to recruit.

This varies for different businesses. Some businesses might require hard labor for liftings, diggings, etc. Some businesses will need soft skills, which require aptitude skills as well. So, based on the sectors we selected we need to recruit manpower by testing their qualifications.

To sell manpower you need a pool of manpower. Experienced candidates who are planning to switch jobs. Fresher’s who are seeking a new job. Offer skills development programs for recruited people. So, they will be ready when an employer comes.

Yes, this is important. We should be looking for correct manpower when an organization comes over to get a few. We should be ready. So, categorizing them based on their skill set will help in increasing your productivity. An inventory with resource information from where you can filter based on skillset should be there.

First, you must target to promote yourself within the industries you selected. This is the most important one to be taken care of at an early stage.

How to start this manpower supply business in India

Like any other business. There are few things that need to be done to start this business.

A Government-approved license will give trust to the customers. Clients will first look at registered suppliers for better business. You should get a license under the shop and establishment act of your state. If you have more than 20 employees you need to get a Contract labor license too.

Service tax department: Tax imposed by the government on service providers. You will be paying this tax but recover from your customers.

Professional tax department: Tax on all kinds of professions and employment levied based on the income of that profession.

Labor welfare fund authority: A welfare fund is an aid in the form of money or any other need for labor. It provides facilities for labor to improve their condition of work.

EPF authority: Only if you have more than 20 employees. This helps your employees to get monetary support after their retirement.

A permanent account number(PAN card) is the most important document nowadays. This is issued to prevent tax bypassing by linking all your business transactions to it. You must contact your charted accountant of GST registration.

A primary requirement these days is to have a current account for any business. As business transactions can happen daily or even on an hourly basis this is needed because there will be no cap on the number of transactions.

File all your employee income returns on time
It is better to record all expenses whether it is clients or employees
Follow labor welfare laws properly

Effective Marketing strategies

Either you fill permanent vacancies or fill workers for temporary jobs. You need an effective marketing strategy to stand in the market. Here are a few tips to take care of this.

See how your competitors are finding clients. How much they are charging per placement. Promote better offers than them to attract clients and candidates.

Learn everything about the market you want to target (sectors you chose to deliver manpower for). Knowledge of the target market will help evolve.

Your strategies should include providing quality customer service by identifying candidates or filling temporary positions as fast as possible. You must establish and maintain relationships with companies that use manpower supply. Have email marketing messages to keep the clients up to date on candidates you have.

Use email marketing, text messages to let candidates know the job openings. Set up a career platform on your website for quick access to any candidate. Post job openings you found on job display sites.

Find any trade shows happening in the industry you picked. Whenever possible, purchase booth space to market your business.

How much does it cost to start this business in India

These values will vary based on the number of human resources you have. It will be less if you have less than 20 and more if you have more than 40. All the licenses or registration can be done online nowadays which will cost less. If we go with any consultancy or third party, they will take more than you imagine

For licenses – Rs. 7,000 to Rs. 15,000
For registrations – Rs. 15,000 to Rs. 20,000
Bank current account – Rs. 10,000 (minimum balance for most current accounts are 10K)

To quickly start the business on average 50K to 60K is good enough.

You should not miss this: How to Start a Car Wash Business with Low Capital .

This is different for temporary and permanent staffing

If you provide manpower temporarily then the business will pay your per person on an hourly or daily basis. Based on the workload.

Ex:- No of Labor = 20

Per hour per person = Rs. 100
Per day (8 hours) = 100 * 80 * 20 = Rs. 16,000/-

It is up to you how much you pay and how much you take as a commission

If you are providing recruiting and providing manpower to other businesses permanently. This kind of recruitment cost is usually 15 to 20% of the candidate’s first annual salary.

Ex:- Candidate salary per month = Rs. 10,000/-

Per Year = Rs. 1,20,000/-

You will get a max up to Rs. 24,000/-.

There are some advantages to manpower services

Candidates find this easier to register with placement agencies instead of applying to individual companies. More registrations, you will get more commissions
Generally, any company will have a human resource department to deal with manpower. These days to unload the burden companies are seeking help from manpower supply businesses
Businesses thinking about cost implications on recruitments are reaching manpower suppliers which benefits this business growth
Requirements for staffing can be balanced better. Manpower planning will make it easier for staff movements
Manpower service helps in the faster hiring process and provides high-quality candidates

Disadvantages of this business

There are a few disadvantages as well

Not easy to maintain many resources for different sectors
A lot of studies is needed to understand the skill set of each employee before recruiting
It is hard to make sure of employees’ availability as it completely depends on that individual. If manpower is not supplied on time then we will lose reputation
Daily basis workers handling will be a lot of stress. It is tough to maintain. If anyone misses on a day we need to get a replacement immediately
Lack of good communication is one of the reasons for bad reputation in this business
Get to handle labor issues if any raises

The bottom line to start a manpower supply business in India

Manpower supply is one of the best businesses if planned and maintained well. Because most of the companies are coming this way to get candidates onboard instead of taking that hurdle of the recruitment process. There are a lot of competitors already in the field. Your strategies should be better than them to stand in the market. Get complete knowledge of every detail given in this article before starting.

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Good suggestions Thanks a lot

very good suggestion to make a stable mindset in this bussiness .

Thanks a lot for your suggestions. Is there any free program (excel or other) for management of workplace supply?

Thank you for your golden word’s…

very good knowledgr

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Manpower Planning and Organization Objectives Nexus: A Theoretical Approach

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4 Key Steps to Strategic Manpower Planning

How can employers utilise workforce planning to achieve business results?

08 Oct 2020 Articles Performance management Best practices Future of work

When organisations are flexible and adaptable, this enables them to be resilient and responsive enough to withstand challenging market conditions.

In recent months, we have observed how organisations in the engineering and manufacturing sectors have expanded their product range to include biomedical supplies 1 , while those in the F&B, hospitality and events industries have pivoted to offer new services such as food delivery, catering and planning of virtual rather than physical events. In these instances, employers were not only able to recognise the growing market demand as a potential area of expansion, but to also quickly build up operational capability and strengthen their workforce to meet these needs.

While these are positive examples of short term operational workforce planning, employers need to consider how they can carry out long term strategic manpower planning in order to sustain this level of organisational adaptability for the long haul.

These are the critical steps that every employer will need to take: Align the workforce plans with the long-term organisational goals Business and manpower planning cannot occur in silos. Instead, as an employer, consider what your intended business objectives are for the next 5-10 years. For example, if you anticipate expanding your current operations, increasing sales revenue or diversifying into new markets, how will you need to prepare and equip your current workforce? When the management has clarity on specific goals it wants to achieve, it can take proactive steps through strategic manpower planning to achieve these same goals.

Pause to take inventory Often, employers instinctively lean towards dealing with immediate problems and issues that arise in their organisations. While this may offer short term results, true business longevity requires planning ahead – employers should step out of the constant ‘firefighting’ mode to take inventory of their current workforce. A SWOT analysis is an effective way to do this:

What are the company’s strengths ? Internal assets, resources and qualities that the company can leverage on to differentiate itself.
What are the company’s weaknesses ? Internal limitations and weaknesses that could prevent the company from reaching its goals.
What are the company’s opportunities ? External conditions such as positive market conditions and emerging trends that the company could use to their advantage.
What are the potential threats ? External conditions such as negative market trends, strong competitors and poor customer feedback that could affect the company’s growth plans.

Once a SWOT analysis has been carried out, employers would have identified the changes needed to ‘future-proof’ their workforce, in order to achieve business goals. Often in this exercise, these are the types of key workforce insights are likely to emerge:

Identifying the employees with the specific skills, abilities and qualities that are needed to drive the next phase of growth. These may not have been tapped on previously.
Identifying skills gaps in the workforce ; areas where individuals or teams require training and on-the-job exposure to update their skillsets and keep them relevant to the business as it grows.
Identifying gaps in processes and policies that need to be addressed to ensure the effectiveness of the workforce.

For richer insights, employers should also explore tools such as the Fair and Progressive Employment Index which assesses the approach to workforce planning as part of the overall evaluation of the organisation’s systems and provide actionable insights and recommendations for the organisation. Refine the organisation’s talent management model The traditional talent management model focused on hiring the right talent, deployment, developing their skills at work and retaining them. However, as the workforce and business needs evolve, employers will need to move beyond these basic steps to consider a dynamic model where employees can be continually engaged at work. Research suggests that employees who are engaged at work are significantly more likely to achieve business results than those who are disengaged 2 . Employers will need to ask themselves:

Do employees feel that their work is meaningful?
Do employees feel their opinions and voices are heard?
Do employees have access to various learning and development resources to help them excel at work?
Are employees empowered with the autonomy to do their best work?

At this stage of the manpower planning process, HR will need to identify and recommend new programmes and initiatives to enhance the existing talent management schemes. Progressive employers have implemented coaching and mentoring programmes, job rotations and even flexible working arrangements in a bid to engage employees and ensure they have the resources and skills to meet the evolving needs of the business. Include all stakeholders in the decision-making process One of the common challenges to long-term workforce planning is the lack of collaborative effort. Effective strategic workforce planning requires buy-in and input from different levels and teams in the organisation – it is not the sole responsibility of the employer. Senior management will need to share the business direction and company goals, while HR partners should advise on the current state of the workforce and suggest talent management strategies. Supervisors who are closest to the ground should be roped in to offer up-to-date insights on daily operations and their employee teams, while employees themselves can provide meaningful data via employee pulse surveys on their individual skills and aspirations. A cross-functional team can be created to review information from these various sources and distil them into insights that inform the workforce planning process. Strategic manpower planning is critical for future success. Employers that invest time and effort in this process will reap the benefits of having an effective workforce, with the necessary skills; where each individual is assigned to a role that is the best-fit for them, and ultimately achieve business goals and objectives for the organisation. The Fair and Progressive Employment Index (FPEI) is a free, online self - assessment tool that allows employers to evaluate organisational workplace culture and benchmark their practices against industry peers. The FPEI offers insights and recommendations on how employers can leverage their workforce for better business and employee results.

References: [1] TAN, S., 2020. Companies That Are Agile And Innovating Can Still Grow During Crisis: DPM Heng Swee Keat. [online] The Straits Times. Available at: <https://www.straitstimes.com/business/economy/companies-that-are-agile-and-innovating-can-still-grow-during-crisis-dpm-heng-swee> [Accessed 2 October 2020]. [2] Dyckerhoff-bdu.de. 2020. [online] Available at: <http://www.dyckerhoff-bdu.de/images/Downloads/Dyckerhoff_Gallup_Studie_How%20_Employee_Engagement_Drives_Growth.pdf> [Accessed 2 October 2020].

The Best Things to Do in Nizhny Novgorod

Nizhny Novgorod, founded in 1221, is one of the oldest cities in Russia, so is home to an array of historic attractions. If you’re headed to the 2018 FIFA World Cup in Russia and happen to find yourself in Nizhny Novgorod, it would be an absolute shame to miss out on seeing the city. Here are the best things to see and do.

Go back in time on bolshaya pokrovskaya.

If you’re a fan of the Golden Age of Russian literature, Bolshaya Pokrovskaya is the place for you to go. As one of the city’s central streets, long lines of well-preserved 19th-century buildings stretch along both sides. It’s not only the architecture that will transport you back in time: sculptures of past inhabitants of the town, each with a story to tell, will make you feel as if you were a character in a Dostoevsky novel.

Bolshaya Pokorovskaya, Nizhny Novgorod, Russia

Bolshaya Pokrovskaya at night, a perfect film set

Have a picnic on the riverbank

The Chkalov Staircase, consisting of almost 600 stairs, leads from the Kremlin to the riverbank. On a sunny day, after a long walk around the Kremlin, head down to the Volga river, stroll along it and have lunch sitting on one of the benches placed near the boardwalk.

Chkalov Stairs, Kreml, Nizhny Novgorod, Russia

See the river from above

A cable car runs above the river from Nizhny Novgorod to Bor, a town on the other side of the Volga river. It is often used by locals as a means of public transport and the views from it are breathtaking. Spend an afternoon going to Bor and back; a trip that is most certainly worth your time.

Nizny Novgorod Cable Car, Kazanskaya Naberezhnaya 8, Nizhny Novgorod, Russia

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Spend an afternoon in space

In a district just outside the city centre you’ll find a very special monument dedicated to Gromozeka, a well-loved character from a sci-fi Soviet cartoon. Gromozeka, whose metal sculpture can now be found on the playground in Nizhny Novgorod, was a friendly alien archaeologist from a far-away planet called Chumaroz. A few benches around the monument are hidden in what look like USSR space helmets. A must-see for all the space geeks out there.

Gromozeka monument, Tropina, Nizhny Novgorod, Russia

Visit the Nizhny Novgorod Kremlin

Get a sneak-peek into Nizhny Novgorod's pre-revolutionary literary world

Building, Museum

Become a 19th-century nobleman or woman for the day

Looking for things to do in Moscow? Check out our guide here .

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By city rail

The City Rail connects areas where there are no metro lines. Connects with the subway at the Moscow railway station. It has 2 lines: Sormovskaya and Priokskaya. The fare by train costs 28 rubles. According to the Citicard Transport Card, the fare is 26 rubles. Also by train you can get to the nearest suburb, or transfer to suburban trains to Dzerzhinsk, Bor, Semenov or Arzamas.

By bus and trolleybus

As of May 2017 in each district of the city there are several city bus routes. The number of trolleybus routes is much less. In one district of the city there are 1-2 trolleybus routes. Trolleybus routes are completely absent in the Leninsky city district. It is worth noting that trolleybuses do not connect the Lower City to the Upper. This is because the trolleybuses do not have enough power to climb the mountain.

The trolleybus network is divided into 3 parts:

The upper trolleybus network (it unites all three districts - Nizhegorodsky, Sovetsky and Prioksky) with a turning circle on the Minin Square, near the Kremlin.
The lower trolleybus network (connects Kanavinsky, Moskovsky and Sormovsky districts)
The Avtozavod trolleybus network (connects all the distant sleeping microdistricts among themselves)

Throughout the city, land trams run. The longest route of all is 417. It connects the outskirts of Avtozavodsky district with the Moskovsky Rail Terminal. The journey takes about 1 hour and 20 minutes. The route passes through the sleeping areas (approximately 75% of the way). Also in remote neighborhoods there are routes of several more trams, but in most cases, they are in the Upper City. By the way, you can reach there by tram 27 or 10 directly from the Moscow railway station.

By marshrutka

Marshrutkas do not stop at every stop. To indicate your intention to exit a marshrutka, press a button and to indicate your intention to enter a marshrutka en-route, you need to wave your hand.

Nizhny Novgorod has not very developed bicycle infrastructure. Special bike paths exist only on the Upper-Volga and Lower-Volga embankments and on Rozhdestvenskaya Street.

The upper city is very hilly and full of steep inclines and even many locals will get off their bicycles and push their bikes up the hill by foot. Drivers can be reckless and pose a danger to cyclists. The roads can also be icy during the winter. City cyclists solve this problem by replacing summer tires with winter tires.

Also, in 2017 the implementation of a new integrated transport scheme of the city began. It provides for a large number of bicycle paths in the Upper City (including on Bolshaya Pokrovskaya Street) and in the Lower City.

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Have a picnic on the riverbank. The Chkalov Staircase, consisting of almost 600 stairs, leads from the Kremlin to the riverbank. On a sunny day, after a long walk around the Kremlin, head down to the Volga river, stroll along it and have lunch sitting on one of the benches placed near the boardwalk. Chkalov Stairs, Kreml, Nizhny Novgorod, Russia.
Nizhny Novgorod
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