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Particularly for those working in HR departments, it's easy to forget that HR planning (and HR functions) do not exist as ends in themselves, but exist to serve the rest of the organization in achieving the business goals of the organization. Often HR functions and human resource planning get accidentally de-linked from business goals.
Since human resources functions and strategies are a means to achieve corporate ends, they need to be tied to, and driven by the corporate role, mission, vision and strategic goals, or else they simply end up as processes that add overhead, but down increase return.
The solution is obvious. Human resource planning needs to reference the details of the overall strategic plan of the organization. In effect, it serves the strategic plan.
HRP comes in different forms all of which will fall under either;
Strategies include;
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Planning and the development of an HR strategy is a critical part of the HR process. It is important that all HR processes and initiatives are developed as part of an overall people strategy which is aligned with, and designed to assist in the achievement of, the organizational strategy and goals
A key part of the HR planning role is the development of a workforce plan. This plan is a design for the organization to attract, retain and develop the workforce required in order to the meet its present and future needs
Another key role of the HR function is the development and implementation of policies and associated procedures. There are important aspects to include when developing a policy to ensure it is interpreted and implemented correctly when rolled out across an organization
Thanks I am agree with my colleague’s answer Khalid Ghaffar he gives us good answers
Among the important hubs of economic activity and human resource management hubs, which focuses on finding the best ways to set up and configure the structureManpower and relocated them in the appropriate career paths and the Department of Human Resources within those tracks to achieve in the end, raising the level of performance of the human elementAmong the important hubs of economic activity and human resource management hubs, which focuses on finding the best ways to set up and configure the structure
Manpower and relocated them in the appropriate career paths and the Department of Human Resources within those tracks to achieve in the end, raising the level of performance of the human element and out of the entrance systems, administration considers StrategyHuman resources as an integrated part of the system kidney strategicFoundationIdentify affecting the strategic management of human resources, the effect of the external environmentConscious awareness of the competition and learn about the dynamics of the work on the strategic management of human resources market impact.Strategic management of human resources at long-term trends and changes focus
Strategic management of human resources include a focus on making human resources management presidential decisionsHuman resources play a role in the enterprise strategy design
Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization. Aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning.
As defined by Bulla and Scott, human resource planning is ‘the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements’.[1] Reilly defined workforce planning as: ‘A process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand.’[2] Human resource planning includes creating an employer brand, retention strategy, absence management strategy, flexibility strategy, talent management strategy, recruitment and selection strategy.
The planning processes of most best practice organizations not only define what will be accomplished within a given time-frame, but also the numbers and types of human resources that will be needed to achieve the defined business goals (e.g., number of human resources; the required competencies; when the resources will be needed; etc.).
Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps (e.g., hiring / staffing; learning; career development; succession management; etc.) are then designed, developed and implemented to close the gaps.
These strategies and programs are monitored and evaluated on a regular basis to ensure that they are moving the organizations in the desired direction, including closing employee competency gaps, and corrections are made as needed. This Strategic HR Planning and evaluation cycle is depicted in the diagram below. Human resource planning is the ongoing process of systematic planning to achieve the best use of an organisation's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding workforce shortages or spares. The three key elements of the HR planning process are forecasting labour demand, analysing present labour supply, and balancing projected labour demand and supply.
Implementation stagesThe following implementation stages are suggested for mid to large organizations implementing competencies in support of Strategic Human Resources Planning.
Short - Term HR Planning
Human Resource Information Management Infrastructure
Governance/accountability structure Organizations that have effectively implemented competencies on a corporate-wide basis have ensured that there is an appropriate project management, governance and accountability framework in place to support the development, maintenance and revision/updating of the competency profiles to meet changing demands.
Process implementation stagesThe following implementation stages are suggested for mid to large organizations.
There are five HR strategies for meeting your organization's needs in the future:
Restructuring strategies, Training and development strategies, Recruitment strategies, Outsourcing strategies and Collaboration strategies
Major strategies for Human Resource Planning are
Campus Interviews
Training Programmes
Sales Workshop
I thank Stanley for his contribution since I have learned enormously from it.
l agree answer with mr Khalid .........
Strategic HR planning is an important component of strategic HR management. It links HR management directly to the strategic plan of your organization. Most mid- to large sized organizations have a strategic plan that guides them in successfully meeting their missions. Organizations routinely complete financial plans to ensure they achieve organizational goals and while workforce plans are not as common, they are just as important.
Even a small organization with as few as 10 staff can develop a strategic plan to guide decisions about the future. Based on the strategic plan, your organization can develop a strategic HR plan that will allow you to make HR management decisions now to support the future direction of the organization. Strategic HR planning is also important from a budgetary point of view so that you can factor the costs of recruitment, training, etc. into your organization's operating budget.
The overall purpose of strategic HR planning is to:
Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labour market and the future HR environment that the organization will be operating in. The analysis of HR management issues external to the organization and developing scenarios about the future are what distinguishes strategic planning from operational planning. The basic questions to be answered for strategic planning are:
There are five HR strategies for meeting your organization's needs in the future:
