Human Resource Planning

 

As defined by Bulla and Scott (1994), human resource planning is “the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements.” Human resource planning can influence the business strategy by drawing attention to ways in which people could be developed and deployed more effectively to further the achievement of business goals as well as focusing on any problems that might have to be resolved to ensure that the people required will be available and will be capable of making the necessary contribution.


Aims of Human Resource Planning Human resource planning aims to ensure that the organization has the number of people with the right skills needed to meet forecast requirements. It allows for better control over staffing costs and numbers employed, and it enables employers to make more informed judgments about the skills and attitude mix in organizations. When setting up human resource structuring plan Mr. Amarapala should identify the needs of his employees in the future, the positions the firm will have to fill and method of filling the positions. Recruitment and selection is also a process that falls under the Human Resource Planning and it starts at the beginning of the planning process. A flow chart of the process of human resource planning is shown below and each of the main activities is described.


Demand & Supply forecast

Demand forecasting is the process of estimating the future numbers of people required and the likely skills and competences they will need. Supply forecasting measures the number of people likely to be available from within and outside the organization, having allowed for absenteeism, internal movements and promotions, wastage and changes in hours and other conditions of work.


Action Planning

Action plans are derived from the broad resourcing strategies and the more detailed analysis of demand and supply factors. However, the plans often have to be short term and flexible because of the difficulty of making firm predictions about human resource requirements in times of rapid change. The planning activities start with the identification of internal resources available now or which could be made available through learning and development programs.
 

References 

Torrington, D. Human Resource Management, Prentice Hall (1994), p. 88.

Tyson, S. (ed.) The Practice of Human Resource Strategy, Financial Times Management (1997).

 

 

Comments

  1. Nafees12 December 2020 at 21:50

    Human resource planning, should be done effectively and efficiently. Mostly the requirement is not identified until it arises. this will result in the job not being performed or performed by someone else. Once the recruitment is done, the employee is handed over with a lot of backlogs.

    ReplyDelete
  2. Indika Mediwaka Blogs13 December 2020 at 10:16

    As the employees are the most valuable asset in an organization, HR planning is the most vital aspect in term of recruitments.

    ReplyDelete

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