HRM Planning
Human Resource Planning
What Human Resource Planning?
Vetter (1967: 15) defined human resource planning as ”the process by which management determines how the organization should move from its current manpower position to its desired position. Through planning, management strives to have the right number and the right kinds of people, at the right places, at the right time, doing things which result in both the organization and the individual receiving maximum long-run benefits”.
HR planning is part of the overall strategic process of an organization. It is also part of the long term organisation strategic plan that identifies the required number of staff with the right skills to achieve the desired objectives of an organisation. This process moved from short term forecasting to a long term one due to the increase HR challenges such as environmental instability, demographic shifts, changes in technology and globalization.
Snell,Bohlander (2010:15) define human resource planning as” a systematic process that involves forecasting demand for labour, performing supply analysis and balancing supply and demand considerations.”
Major reasons for the present emphasis on manpower planning include:
• Technological Changes:
Rapid changes in production technologies, marketing methods and management techniques affected the job contents and contexts.
• Organisational Changes:
Fluctuations and discontinuities, the nature and pace of changes in organizational environment, activities and structures affect manpower requirements.
• Demographic Changes:
The changing profile of the work force in terms of age, gender participation, literacy, technical inputs and social background affected the manpower planning.
• Skill Shortages:
Organizations require more specialist skills that are rare and scarce.
• Governmental Influences:
Government control and changes in legislation with regard to affirmative action for disadvantaged groups,
What Human Resource Planning?
Vetter (1967: 15) defined human resource planning as ”the process by which management determines how the organization should move from its current manpower position to its desired position. Through planning, management strives to have the right number and the right kinds of people, at the right places, at the right time, doing things which result in both the organization and the individual receiving maximum long-run benefits”.
HR planning is part of the overall strategic process of an organization. It is also part of the long term organisation strategic plan that identifies the required number of staff with the right skills to achieve the desired objectives of an organisation. This process moved from short term forecasting to a long term one due to the increase HR challenges such as environmental instability, demographic shifts, changes in technology and globalization.
Snell,Bohlander (2010:15) define human resource planning as” a systematic process that involves forecasting demand for labour, performing supply analysis and balancing supply and demand considerations.”
Major reasons for the present emphasis on manpower planning include:
• Technological Changes:
Rapid changes in production technologies, marketing methods and management techniques affected the job contents and contexts.
• Organisational Changes:
Fluctuations and discontinuities, the nature and pace of changes in organizational environment, activities and structures affect manpower requirements.
• Demographic Changes:
The changing profile of the work force in terms of age, gender participation, literacy, technical inputs and social background affected the manpower planning.
• Skill Shortages:
Organizations require more specialist skills that are rare and scarce.
• Governmental Influences:
Government control and changes in legislation with regard to affirmative action for disadvantaged groups,