staff as its operations have expanded. The introduction of new services and new technology has revolutionized skill requirements, particularly within branches. The administration of the business has been rationalised and the need for specialists in a range of disciplines has become apparent. The workload of senior managers has broadened in terms of organisation, administration and business development. One has only to stand back and survey the scope of changes and the timescales involved to appreciate the problems encountered by senior management. In a rapidly changing business, how can crucial decisions on manpower be taken with the necessary speed and on a basis of fact? Before answering this problem, it is necessary to examine the decisions being made. There are three main " crunch " questions: 1. What will be the resultant changes in demand for staff from a proposed course of action -- for example, new services, changes of business mix, new methods, new technology? 2. How well are we likely to be able to satisfy our requirements for staff -- for example, in terms of numbers, skills, grades
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