HR Function with the Strategic Planning of the Organization

Introduction A very usual form to face the personnel decisions search is to hope that a vacancy takes place. This method, that can be effective for small companies, it will not be very useful in complex organizations that require personnel with very specific characteristics. Therefore in large and complex companies it is best to forecast future needs of employees (Smith, Boroski, & Davis, 1992). By Employment Planning, it will be understood all those activities of personnel that attempt to provide the human resources necessary to achieve the present and future organizational objectives. It implies to consider the necessities, within different periods from time (one, three, five years), of the employees of different types and levels (for the different areas and for the strategic, managerial and operative levels) (Smith et al., 1992). Once these necessities have been established, the company will have to compare them with the availabilities, that is to say, with the number of current employees. This will determine the number and type of employees that must be hired. On the contrary, if executives/managers/owners observe that in some areas or departments are surpluses, will the possibility of reassigning staff to other positions, previously made the necessary training. If there are no possible reallocations, the final decision for those people will be the dismissal which should be considered as a last resort. If implemented, it must admit possibilities of technical assistance of the company to facilitate conditions of employability to those employees (Smith et al., 1992). The employment planning process in a company tries to balance the staffing needs over time taking into consideration the necessities that the company might have later. The challenge is to achieve this 'scenario ', considering that the demand of human resources that correspond to the necessities and the supply that represent the availabilities, have, each one, their own dynamics

References: Human resources management. (n.d.). Business Management Club. Retrieved from http://www.bestbusinessinfo.com/1_2/tutorials/11205.html Jackson, L. A. (2010). Enterprise resource planning systems: Revolutionizing lodging human resources management. Worldwide Hospitality and Tourism Themes, 2(1), 20-29. doi: http://dx.doi.org/10.1108/17554211011012577 Meehan, R. H., & Ahmed, S. B. (1990). Forecasting human resources requirements: A demand model. HR.Human Resource Planning, 13(4), 297-297. Retrieved from http://search.proquest.com/docview/224599948?accountid=12085 Munnell, A., Sundén,A.,& Taylor, C. (2002). What determines 401(k) participation and contributions? Social Security Bulletin, Vol. 64 No. 3 Retrieved from http://www.ssa.gov/policy/docs/ssb/v64n3/v64n3p64.html Smith, B. J., Boroski, J. W., & Davis, G. E. (1992). Human resource planning. Human Resource Management, 31(1), 81-81. Retrieved from http://search.proquest.com/docview/222125776?accountid=12085 Ward, D. (1996). Workforce demand forecasting techniques. HR.Human Resource Planning, 19(1), 54-54. Retrieved from http://search.proquest.com/docview/224585822?accountid=12085