Strategic Human Resource Planning Assignment 1

ASSIGNMENT I
TASK: Carryout out a literature review below on Strategic Human resource Planning, apply
the relevant principles and evaluate or discuss how this function is formulated and implemented
in an organization you know in terms of what is and or what it should be in achieving
organizational effectiveness (Deadline: 7th August)
INTRODUCTION
What is popularly known as Human Resource Planning (HRP) today was called manpower
planning prior to the late 1970s. Human Resource Planning is the first step in the Human
Resource Management process. It is the process of analyzing and identifying the need for, and
availability of human resources so that the organization can meet its objectives. The focus of
HRP is to ensure that the organization has got the right number of human resources, with the
right capabilities, at the right times, and in the right places (Mathis and John, 2010).
In HRP, an organization must consider the availability and allocation of people to jobs over long
periods of time, not just the next month or even the next year. Additionally, as part of the
analyses, HR plans can include several approaches. Actions may include shifting employees to
other jobs in the organization, laying off employees or otherwise cutting back the number of
employees, retraining present employees and/or increasing the number of employees in certain
areas. Factors to consider include the current employees’ knowledge, skills and abilities and the
expected vacancies resulting from retirements, promotions, transfers and discharges.
DEFINITIONS
Human Resource Planning may be defined as a strategy for the acquisition (recruitment and
selection), utilization (deployment), improvement (training and development) and preservation
(pay and rewards) of an organization’s human resources. According to Parker and Caine
(1996), “human resource planning is about ensuring that the correct number and mix of
employees is available at the right place at the right time.” Anyim, Mba and Ekwoaba (2012)
were of the opinion that Human resource planning is a first and most basic, activity of the
human resource management function. Further Khadka (2009) stressed that human resource
planning must be linked to the overall strategy of the organization. Dessler and Varkkey (2009)
affirmed that personnel planning embrace all future positions and planning flows from the
firm’s strategic plan. Mullins (2003) commended that human resource planning is the process
of planning for the work-force needs of an organization to ensure that the personnel needs are
constantly met and this is achieved through demand and supply analysis. In consolidating other
scholars, Kreitner (2001: 330), on the other hand, defined Human Resource Planning as, " ...the
development of a comprehensive staffing strategy for meeting the organization's future human
resource needs." Implicit in these definitions is the aspect of foresight and a more systematic
approach that will be able to answer the staffing needs of an organization in the long run.
Succinctly put, human resource planning is a comprehensive staffing strategy encompassing a
number of important aspects including assessment of current needs through job analysis and job
description.
WHAT IS INVOLVED
Human resource planning captures all actions involving continuous environmental scanning and
reviewing of organizational strategies, objectives, and policies in order to ensure that the right
quality and quantity of human resources are available when and where they are needed.
(Randhawa, 2007). Dessler (2001) opined that human resource planning is an ongoing process
that is not static involving many interrelated activities which must be modified and updated as
conditions require. Human resource planning involves making an inventory of current human
resources in order to determine the human resource status, for example, the current size and kind
of the human resources as well as work scope and the inventory involves examining the available
employee skills and number of employees, the experience, age structure and the span of control.
Relatively, John (2008) advocated that a five steps process is used for creating a linkage between
human resource or workforce planning and departmental planning to regulate the current and
future requirements and demands of the human resource include determination of business goals,
environmental scanning, performing gap analysis, deciding human resource priorities and
measure, monitor and report the progress. Edwards (1983) discussed three pillars of manpower
planning which are the predictions of the future demand in human resource, the prediction of the
future supply of the human resource and closing the gap between the first and second pillar and
making policies for that. Izueke (2009) pointed that human resource planning requires detailed
analysis of the present and the future to ensure that the organization has the right number of
people available who possess the right kinds of skills to perform the jobs required by the
organization when the work is needed. Butter, (2002) advised that it is important to note that the
quality of human resource planning depends on personal records. Ghazala & Habib, 2012)
contended that the process of human resource planning should ensure that, an organization’s
employees have the requisite skills and competencies an enterprise needs for it to succeed.
Human resource planning moderates the relationship between HR strategy and organisational
performance such that if it is properly managed, it leads to improved organisational performance.
Organisational performance can be measured through financial stability and productivity, when
relating human resource planning with organizational performance, it is imperative to consider
some of other variables like efficiency and effectiveness, employee motivation, job satisfaction,
trust on employees (Woods & Mayer, 2005). According to Youngmei, James & David (2007)
human resource planning is surrounded by three level practices, which can increase
organizational performance:-
1) To increase the knowledge, skills and abilities among employees. HRP facilitates the rise in
skills, abilities and potential of the workforce through training and development. Training
employees helps employees improve in their working capacity and as a result, this develops a
quality workforce in an organisation, which aids in giving a company competitive advantage
over its rivals and improves organisational performance.
2) To enhance their welfare for instance giving them employment security, safety of health and
participation programs for employees. HR planning is significant in this manner in the sense that
it provides for welfare, health and safety, employment security of its employees hence this leads
to an increase in productivity of employees in the long- run.
3) To give them motivation through both incentive means like giving them compensation,
benefits packages and promoting. An effective HR plan provides multiple gains to the employee
by way of promotions, increase in salary and other fringe benefits. This definitely boosts
employee morale and improves organisational performance because employees are keen to work
for the organisation.

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ASSIGNMENT I

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