Topics: Human resource management, Human resources, Planning Pages: 5 (692 words) Published: June 7, 2014
HR Planning is the process of systematic forecasting the future demand and supply for employees and the deployment of their skills within the strategic objectives of the organization. Bratton and Gold HRP is the process through which, based on the analysis of changing external and internal conditions, management defines the desired future state of human resources. A systems perspective of the HRP process: strategy formation-HR planning-implementation of HR action plans A processual perspective of the HRP process-strategy formation-hr planning-HR actions in a two way relationship Key features of SHRP:

-a process
-directed at meeting current and future needs
-progresses through phases from forecasting to developing plans -monitoring and evaluating outcomes and feeding back the results -should be driven by strategic objectives and its purpose to achieve its fulfilment Limitations of HRP definitions:

-provides no insight as to what it considers right people or right time -what is meant by term process
-the strategic linkage failed to prove a two way relationship -planning refers to the outcomes of the forecasting process
Turner, key elements of HRP:
-strategic planning (strategy formation, environmental scanning, key business issues) -demand forecasting (what are hr implications on strategy, forecasting for future HR requirements to meet bis. Objectives) -auditing current HR capabilities (analyzing current labor resources, auditing internal labor supply) -supply forecasting (forecasting internal and external labor supply) -gap analysis (comparing demand and supply forecasts)

-planning (developing hr objectives and goals, designing hr startegies, policies and processes) -implementation and evaluation (implementing an action plan, feedback results, revising hr objectives) Historically HRP evolved from manpower planning to human resources planning (see p.5 in text); Ulrich defined three phases of SHRP evolution from policeman (regulation) to professional (control) to business partner (shape) Manpower planning

-Employees seen as costs
-Headcount management
-Storing HR data
-Reactive to strategy
-„Hard” approach
-Prescriptive to decision making
HR Planning
-Employees seen as assets
-Human capability
-Data used for Knowledge management
-Dialogue with strategy
-Integrates „soft” elements
-Processual approach
The phases of HRP:
-Assessment of present human resource conditions
-Forecasting future conditions
-Defining the goals related to human resources
The phases of Manpower Planning:
-Forecasting labour demand
-Forecasting labour supply
-Action plans to bridge the gap
Hard vs Soft HRP (see page 6 text).
Hard-little regard for qualitative skills such as knowledge, motivation, values and their relevance to job performance. Highly relevant to the strategies directed at cost maximization. Soft can be too broad and tells us a little of how it can be applied in practice, lacks the methodological precision associated with hard variant. Still, it might be critical to organizational success. Benefits of HRP:

-hr plans are aligned with corporate strategies to further their accomplishments in a downstream relationship -where HRP can reveal HR issues that threaten the viability of corporate strategies and thereby lead to their reformulation -where a reciprocal relationship means that HR issues can represent an important input into the strategy formulation process from the outset of the upstream relationship. Benefits of HRP cont.

-Attention to HR
-Integration with organizational strategies
-Surfaces human capabilities
-Formalized process
-Audit of HR
-Generates a variety of HR solutions
-Information available for staffing costs
-vertical integration, a core dimension of SHRM.
-linkage mechanism between org strategy and HR practices and strategies. Problems with HRP:
-Limitations with forecasting methods
-Problems of...
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