The human resource planning (HRP) is a problematical area, in particular, during the phases of disorder and confusion within the business environment, which can provoke instability. Thus, hesitation is created among the need of planning and the complexity of forecast. Although this complexity, the essential principle of HRP is straightforward; according to Reilly (1996) is ‘having the right people, in the right place at the right time'. The problem that is trying to be resolved is to know whether HRP can, and how, still be useful for an organization in the current environment. Indeed, nowadays, the process of HRP can be considering as old-fashion, but it is still used under different forms, by organizations. This first section will present the background of the subject with the project's objectives and give an overview of the research problem with its structure. Nowadays, organizations have to be reactive to find ways which can execute the more rapidly their strategies, because of the constant changing business environment, where the planning cycles are reducing due to competition and reactivity of the market.
[...] Poor utilisation of people: inappropriate HR practices that need to be changed Surpluses in capabilities: providing scope for efficiencies in order to influence the strategy Gaps in capabilities: lack of sufficient skill, people, knowledge to create an efficient strategy. Furthermore, from Storey 2005, HRP forming a part of a business plan: looking at workforce requirements over a longer period, typically more than two years. Accordingly, HRP should be based on business plans but also able to influence on it. Moreover, HR planning can be seeing as an instrument to correspond and manage. [...]
[...] Nevertheless, it can be sum up as a concern to evaluate an organisation's situation with the link of its labour markets and foresee its position in the near future. According to the writer, HRP is important because of global economy: jobs can move, people can move, money can move all very easily and it creates uncertainty. Besides, because of new technologies, companies need to keep ahead of the curve and anticipate the competition. The other important point can be mergers, acquisitions or restructuration; companies have to be prepared to manage the new staff and to be aware of the market. [...]
[...] In order to respond and see the achievement of the dissertation, concise summaries will be presented by confirming the previous points and questions To establish a final portray of the usefulness of HRP Regardless the industry or the organisation, the essential purpose of HRP is ‘having the right people, with the right skills' within the employees; but without forget the others variables which are the right post and at the precise moment'. This portray was underlined during all the study: in the second part with definition and in the third part by an explanation of its approaches. [...]
[...] According to Beardwell in 2007, HRP can be defined as: process for identifying an organisation's current and future human resource requirements, developing and implementing plans to meet these requirements and monitoring overall effectiveness.' Generally speaking, it concerns with harmonizing human capital to the corporate requests, most of all in long term and sometimes in short term requests. It deals with quantitative and qualitative terms that can be sum up by two key questions: 1. How many people? Which engage permanent or temporary employee, training, recruitment What sort of people? [...]
[...] Another survey about the use and usefulness in company should be launched to know if it is still up to date reliable Recommendations for further study The author would propose that further investigation should be carried out in the following areas: Which is the extent of HRP in the current companies? By studying different company in various domains. Approaches to HRP in international companies, in various continents across the globe. How the external environment can concern and influence the use of HRP? [...]
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