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2022 Vol. 1

Human Resource Planning in organizations

Personnel planning sets the requirements for the number of people and the quality of knowledge they must have.

Planning is based on the information system that statistically prepares this data.

The information about the human resources in an organization is based on data that are extracted from the files of the employees, the staff schedules, and the so-called job description for the respective job. Reference: “Personnel management styles in Human Resource Departments”, https://wikipedia-lab.org/personnel-management-styles-in-human-resource-departments/

The human resources planning process includes: 1) analysis of the work; 2) recruitment; 3) staff selection methods; 4) analysis of turnover (turnover rate – up to 25% / year).

The objectives of planning are 1) Study the quantity and quality of human resources; 2) Forecasting possible problems caused by shortage or surplus of staff. Reference: “Effective Human Resources managers successfully perform leadership functions“, https://scrumtime.org/effective-human-resources-managers-successfully-perform-leadership-functions/

Human Resources Planning is done through 4 activities

1. Forecasting the demand (based on changes in the requirements for the knowledge and skills of staff). Methods: (a) at the discretion of management; (b) by trend analysis (study of labor standards); (c) by working study (forecasting the volume of demand).

2. Supply forecasting (and turnover analysis).

3. Defining the requirements for the staff (specific short-term plans for the development of human resources in the organization). Reference: “HR management in HR departments and organizations: psychological problems“, https://bpedia.org/hr-management-in-hr-departments-and-organizations-psychological-problems/

4. Planning specific actions.

Plans are made for:

– staff recruitment;
– Recruitment;
– ways and methods for staff evaluation;
– each workplace;
– human development;
– the necessary staff in the future (due to retirement). Reference: “Functions of the conflicts in organizations and Human Resources Management department“, https://www.yahowto.com/functions-of-the-conflicts-in-organizations-and-human-resources-management-department/

All this must be related to the strategic goals of the organization. Oversupply and oversupply must also be envisaged.

CIRCUIT OF THE MANAGER

It applies not only to senior management but is also applied by all lower managers (units, sectors, departments), as well as to managers in human resources departments.

PLAN (planning) – policy, standards, goals, methods of implementation;
DO (ways to implement the plan) – staff education, experience; ways of implementation;
CHECK (check) – check for the implementation of the above;
ACTION – identifying measures to eliminate difficulties;
And again PLAN, etc. Reference: “Types of conflicts in organizations: Human Resources Managers challenged“, https://agileprogramming.org/types-of-conflicts-in-organizations-human-resources-managers-challenged/

Reference: “Conflict Management in Human Resources Management“, https://securityinformationeventmanagement.com/conflict-management-in-human-resources-management/

ACTIVITIES OF THE HUMAN RESOURCES DEPARTMENTS

– selection and evaluation of staff (at least 2 times a year);
– introduction of new staff in the work;
– employee development;
– evaluation of the performance of the work (according to standards and criteria);
– structuring the work in the production areas (creation and consolidation of teams); Reference: “Human resource management (HRM) as a theory“, https://pgov.org/human-resource-management-hrm-as-a-theory/
– opportunities to share work-related problems (counseling);
– negotiations between management and subordinates;
– providing adequate information channels in the organization so that the information can adequately reach those for whom it is intended;
– occupational Safety;
– the anticipation of the effects of possible replacement of staff.

The most expensive activity in an organization is the selection of staff. Reference: “Evolution of the concept of Human Resources Management (HRM)“, https://www.mu7club.com/evolution-of-the-concept-of-human-resources-management-hrm/

GROUPS OF SPECIALISTS IN THE PERSONNEL DEPARTMENTS

1. Managers (heads of departments) – develop the organization’s policy regarding staff; formulate the organization’s strategy and staffing policy and implement them. Their way of working affects the image of the department (they must have the necessary qualities). Their activities are creative and guiding. Reference: “Development of the Human Resources Management (HRM) concept“, https://customer-service-us.com/development-of-the-human-resources-management-hrm-concept/

2. The so-called personnel advisers – do not deal directly with the implementation, they are internal consultants who lead to the implementation of the plan in the department. Provide connections in the organization. They deal with workforce planning and development. They are key to introducing innovations. Activities: advisory, consulting. Reference: “Objectives of Human Resources Management (HRM)“, https://www.powerhp.net/objectives-of-human-resources-management-hrm/

3. Personnel administrators – deal with the appointment of staff (clerical, administrative work), the introduction of new documents, ordinances, and legal provisions related to employment. These are the people in the departments: Personnel, Labor and Salary, Salary Fund, Labor Protection, and others.

They deal with: recruitment, selection, and development of staff solving common problems, communication between service units, and personal files of staff. Activities: service, operational.

The policy regarding the staff in the organization expresses the organizational values. Determines how the organization intends to approach the effective implementation of the organization’s goals.

References
More on the HR topic

Conclusion

The HR strategy of the human resources department is an expression of the long-term goals of the organization.

The strategic goals should be planned for at least 5 years. They are determined jointly by the company’s management and personnel managers because they are related to the overall goals of the organization.

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