Abstract
According to the talk with Charles Millon, there are four main issues that have been put forward during the reshuffling of the bank Crédit du Nord. One of them is manpower planning in the new area, determined by both Société Générale, the buyer, and Crédit du Nord, the acquired. Indeed, that HRM process aims at recruiting a sufficient number of qualified personnel, on a timely basis, in order to ensure the provision of the required services. It requires the data on job descriptions, training success rates, quantitative estimations of staff numbers, and statistics on the banking sector. Manpower planning is then a difficult task as it requires juggling many factors, in order to arrive at a balanced view of manpower realities. It also requires tool support to be done efficiently. The penalties for not being correctly staffed are costly. On the one hand, under staffing loses the business economies of scale and specialization, orders, customers and profits. On the other hand, over staffing is wasteful and expensive, if sustained, and it is costly to eliminate because of modern legislation in respect of redundancy payments, consultation, minimum periods of notice, etc.
