Janaka Prasanga Karunarathne.  MBA -24

 

 How Human resource planning will help the organization

 Introduction for Human Resource Planning.   

Human resources undoubtedly play the most important part in the functioning of an organization. The term ‘resource’ or ‘hu­man resource’ signifies potentials, abilities, capacities, and skills, which can be developed through continuous interaction in an organizational setting.

The interactions, interrelationships, and activities performed all contribute in some way or other to the development of human potential. Organizational productivity, growth of companies, and economic development are to a large extent contingent upon the effective utilization of human capa­cities.

Hence, it is essential for an organization to take steps for effective utilization of these resources. In the various stages in the growth of an organization, effective planning of human resources plays a key role. Matching the requirements of the job with the individual is important at all stages, including the recruitment procedures, in this endeavor.

 E.W. Vetter (1964) viewed human resource planning as “a process by which an organization should move from its current manpower position to its desired manpower position. Through planning, management strives to have the right number and right kind 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 benefit.”

According to Leon C. Megginson (1963) human resource planning is “an integrated approach to performing the planning aspects of the personnel function in order to have a sufficient supply of adequately developed and motivated people to perform the duties and tasks required to meet organizational objectives and satisfy the individual needs and goals of organizational members.”

 

 

 

 HR planning will be important when managing the critical planning activities such  as follows,

 • Recruitment.

 Recruitment s are much required with proper planning to make sure right talents are identified, screened and evaluated and recruited to fulfill company’s strategic priorities. In order to drive the strategic priorities right talents to be recruited. For that planning will be critical to maintain the sustainability in HR policy for effective use of resources.

 

• Expansion and growth.

HR planning will be immensely support the company growth and expansion through development of human resources. Planning the training and development plans to achieve the organizational growth is much needed to fuel the growth initiative. HR should proactively identify the future demands on talents and new skills to cope up with the business challenges.

 • Required to support Structural changes

 HR planning should address the future HR demand and supply gap and any structural changes to level up the existing strictures should identify in advance. By addressing the future structural changes HR planning should have prepared with a resource management plan to support change.

 

• Substitute and re-hiring

HR planning should focus on development on talents and substituting existing talents when there is a business requirement. Succession planning should be focused on to manage the leadership and employments as per future growth. Planning will be supporting to manage the talent gap when there is a substitution or rehiring requirement arises.

 

• Job alternation and cross-functional collaboration

 HR planning will be having a major influence on planning the job rotations and to ensure cross functional collaboration. Main approach would be to develop the different skills required take on the other categories and to match the collaboration thorough management of relationships

 

Conclusion. 

Human resource planning is essential to any company. It helps companies to address employee deficit or challenges before such problems emerge. And with a good understanding of the process, firms can implement the right strategy to put the best workforce together

 Reference 

 E.W. Vetter (1964) p 20   Human resource Management. 

Leon C. Megginson (1963).