Process of Human resource planning (HRP)
Human resource planning (HRP) begins with evaluation of the organization’s current human resources and then makes a plan for what those resources will be needed in the future, including the creation of programmes for hiring, placing, evaluating, and developing staff.
In order to get HRP, you have to go through a number of steps or processes. Every company doesn’t have to follow the same exact HRP process when making their manpower planning.
But there are some steps that all organisations must go through. There are differences in the HRP process or stages because of things like the type of product or service being offered, the company’s finances, the consumer market, international relations, global conflicts, laws, and so on. The HRP process is very complicated and has many steps.
Human Resource Planning is the process of figuring out how many workers an organisation will need and how many will be available in the near future.
Figuring out what the goals of human resource planning are
When starting any process, the first thing that needs to be done is figuring out what the goals are. A clear goal should be set for the planning of people’s work to make sure that the right number of people are hired for the right type of responsibility.
The organization’s different departments may have different goals. For example, the HR department may need different staffing levels than the marketing, finance, or production departments, depending on their roles or responsibilities.
Looking at the current staffing situation
Next, the organization’s stored information about its employees will be used to look at its current workforce in terms of the experience, proficiency, skills, etc. needed to do a certain job.
It is also possible to guess how many jobs will open up in the future, which lets you plan for staffing needs from both internal (current employees) and external (hiring people from outside the company) sources. So, it’s important to keep a pool of talented people on hand in case there are any openings in the near future.
Predicting the supply and demand of human resources
Once the organisation has a list of skilled workers, the next step is to match the organization’s supply of workers with the needs of workers that will come up in the future.
Here, the job description and specifications are matched with the skills that people need to do a certain job.
Looking at the Skill Gaps
Once the supply and demand are predicted, it’s easy to figure out where the gaps in staffing are. If there are more people who need to be hired than who are available, there is a deficit and new people need to be hired.
If demand is lower than supply, on the other hand, there is an excess of human resources that needs to be dealt with by firing, retiring, laying off, transferring, or some other method.
Action or employment plan
After figuring out where the staffing gaps are, the action plan should be made. If the company has a deficit, it can hire new people, train them, or set up plans for interdepartmental transfers. If it has a surplus, it can use voluntary retirement plans, redeployment, transfer, or layoff.
Building up and training
Not only do new employees get training, but so do current employees who need to keep their skills up to date every so often.
For both new and old employees, training programmes are held after the employment plan to make sure they have the skills they need to do their job.
Evaluation of Planning for Workforce
Lastly, the process of planning staff should be judged on how well it works. This article compares the human resources plan with how it was actually put into action to make sure that there are enough workers for all the jobs that need to be done.
At this point, the company needs to decide if the plan worked and fix any problems that it found.
In this way, human resource planning is an ongoing process that starts with setting goals and ends with reviewing, getting feedback on, and managing the planning process.