Saturday, February 20, 2010


Notice that the HR planning process begins with considering the organizational objectives and strategies. Then both external and internal assessments of HR needs and supply sources must be done and forecasts developed. Key to assessing internal human resources is having solid information, which is accessible through a human resource information system (HRIS).
Once the assessments are complete, forecasts must be developed to identify the mismatch between HR supply and HR demand. HR strategies and plans to address the imbalance, both short and long term, must be developed.
HR strategies are the means used to aid the organization in anticipating and managing the supply and demand for human resources. These HR strategies provide overall direction for how HR activities will be developed and managed. Finally, specific HR plans are developed to provide more specific direction for the management of HR activities.
The HR plan must be guided by longer-term plans. For example, in planning for human resources, an organization must consider the allocation of people to jobs over long periods of time—not just for the next month or even the next year. This allocation requires knowledge of any foreseen expansions or reductions in operations and any technological changes that may affect the organization. On the basis of such analyses, plans can be made for shifting employees within the organization, laying off or otherwise cutting back the number of employees, or retraining present employees. Factors to consider include the current level of employee knowledge, skills, and abilities in an organization and the expected vacancies resulting from retirement, promotion, transfer, sick leave, or discharge.
In summary, the HR plan provides a road map for the future, identifying where employees are likely to be obtained, when employees will be needed, and what training and development employees must have. Through succession planning,
employee career paths can be tailored to individual needs that are consistent
with organizational requirements.
Further, the compensation system has to fit with the performance appraisal system, which must fit with HR development decisions, and so on. In summary,
the different HR activities must be aligned with the general business strategy, as well as the overall HR strategy, in order to support business goals.
If HR planning is done well, the following benefits should result:
-Upper management has a better view of the human resource dimensions of business decisions.
-HR costs may be lower because management can anticipate imbalances before they become unmanageable and expensive.
-More time is available to locate talent because needs are anticipated and identified before the actual staffing is required.
-Better opportunities exist to include women and minority groups in future growth plans.
-Development of managers can be better planned.
To the extent that these results can be measured, they can form the basis for evaluating the success of HR planning. Another approach is to measure projected levels of demand against actual levels at some point in the future. But the most telling evidence of successful HR planning is an organization in which the human resources are consistently aligned with the needs of the business over a period of time.

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