Effective Human Resource Planning Essay

The key to telling human existence resource oversight is human resource prepargondness1.0 displayHuman options (HR) Management is a multifaceted function. This entity has an important place in spite of appearance companies in helping key personnel decide on the take up provide for their needs, among some other things. Sometimes, the employees chosen are full-time employees already operative for the compevery or they could be contractors. Regardless, the goal of HR Management is to pick out the most qualified person for the job.Again, HR Management is a concourse of professionals that wear many hats, some(a) of which include employee benefits and compensation, hiring and terminating employees, and managing personnel policies and employee records. dapple sm in aller companies will often perform the tasks of HR Management on their own, most, larger corporations choose to hire professionals to oversee the entire HR department so we asshole say that the key to rough-an d-ready human resource counseling is human resource think, as it is stated by Mark and Cynthia, it involves st targetgic plans, then devising ways to meet these objectives . In this essay I will try to focus on strategic cookery which is a major factor of planning.2.0 Aims of strategic plansThe history of strategic planning begins in the military. According to Websters newly World Dictionary, strategy is the science of planning and directing large-scale military operations, of maneuvering forces into the most advantageous position preceding to actual engagement with the enemy (Guralnic, 1986). In an address to the strategic planning workshop director-general of kwazulu-Netal RK Sizani s facilitate employees must be able to advise, facilitate, keep up, consult, guide, monitor, resolve disputes and urge strategic interventions to government and departments. They must be capable of producing rules, procedures, norms, frameworks, standards, draw public plans and goals which will enhance co-ordination. They require people who are experienced and slimly capacitated and non junior entrylevel officers.As organizations vary in size, aims, functions, complexity, construction, the physical nature of their product, and appeal as employers, so do the contributions of human resource management. But, in most the ultimate aim of the function is to fount into that at all times the business is correctly supplyed by the estimable number of people with the skills relevant to the business needs, that is, neither overstaffed.The here and now area should be about identifying which of these plans and strategies are so fundamental that at that place must be clear plans to address them before the organisation can hand on any of its goals. These are likely to include* manpower planning issues* Progression planning* Staff skills plans* Motivation and fair intercession issues* Pay levels intentional to recruit, retain and motivate people* A order and remuneration syst em which is fair* Employment issues which impact on staff recruitment, retention, motivation etc.* A performance management framework which is designed to meet the needs of all sectors of the organisation.* Career railment framework which look at development within the organisation at equipping employees with employability so that they can cope with increasingly frequent changes in employer and employment patterns* Policies and framework- to tally that people development issues are addressed systematically competence frameworks, self-managed teaching etc.The HR strategy will need to show that minute planning of the people issues will make it substantially easier for the organisation to achieve its wider strategic and operational goals.3.0 Recruitment of staffRecruitment should be preceded by an analysis of the job to be done (i.e. an analytical study of the tasks to be performed to determine their essential factors) written into a job description so that the selectors know wha t physical and mental characteristics applicants must possess, what qualities and attitudes are desirable and what characteristics are a decided disadvantage* In the case of replacement staff a faultfinding questioning of the need to recruit at all (replacement should rarely be an automatic process).* Effectively, selection is buying an employee (the price being the wage or salary multiplied by probable years of service) hence bad buys can be very expensive. For that reason some firms (and some firms for particular jobs) use external expert consultants for recruitment and selection. equally some small organizations exist to head hunt, i.e. to attract staff with high reputations from existing employers to the recruiting employer. However, the cost of poor selection is such that, fifty-fifty for the ordinary day-to-day jobs, those who recruit and select should be well proficient to judge the suitability of applicants.3.1 The main sources of recruitment are* Internal promotional material and internal introductions* University appointment boards* Agencies for the unemployed* Advertising (often via agents for specialist posts) or the use of other local media (e.g. commercial radio).The organization put its trade stop for rapid attraction and it must take care not to despoil the sex, race, etc. antidiscrimination legislation either directly or indirectly.Interviewing can be carried out by individuals (e.g. supervisor or departmental manager), by panels of interviewers or in the form of sequential interviews by different personal skills techniques to aid judgment include selection testing for* Aptitudes (particularly useful for school leavers)* Attainments* popular intelligence.(All of these need skilled testing and assessment.) In more senior posts other techniques are* Leaderless groups* Command exercises* Group problem solving.(These are some super acid techniques professional selection organizations often use other techniques to aid in selection.)Trai ning in interviewing and in appraising candidates is clearly essential to unattackable recruitment. Largely the former consists of teaching interviewers howto draw out the interviewee and the latter how to rate the candidates. For consistency rating often consists of scoring candidates for experience, knowledge, physical/mental capabilities, reason levels, motivation, prospective potential, leadership abilities etc.4.0 Analysis4.1 Setting the strategic teachingThis process focuses on aligning human resource policies to support the work of the Companys mission, vision, goals and strategies. The business goals sit at the heart of any HR plan and in order to align business and HR you need to answer one key question, Can your organisations internal capability deliver the organisations business goals? some organisations cite their people as their primary source of competitive advantage. no-hit companies continuously identify and adopt innovative human resource management policies an d practices to sustain that advantage. More importantly, they structure work and design training, performance management, pay, and bribe policies to help members of the organization succeed in achieving desired organizational outcomes. In other words, they integrate and align HRM policies and practices to reinforce employee behaviors that can best get a line the leaders strategic intent. In the most successful companies, the set of policies and practices that together with make up a companys HRM system is the critical management tool for communicating and reinforcing the leaders strategic intent.5.0 ConclusionWhile Human resource management strategies must be developed to support the achievement of the organisations objectives, it is a two-way process. These strategies can themselves be critical inputs in determining the strategic initiatives for the organisation. A fatal error, however, is to develop and implement Human resource management strategies without thinking of theorgan isational strategic planning process. A common mistake is the development of workplace skills plans which are not linked to any strategic goals or objectives or which have no affirmative action components. So, Human resource planning is the key to effective human resource management.6.0 References1. http//www.searchbites.com/docs/HR_MANAGEMENT.asp (28th December 2004)2. Mark Lengnick-Hall and Cynthia Lengnick-Hall. (22 December 2003) Human Resource Management in the Knowledge Economy New Challenges, New Roles, New Capabilities,3. Guralnik, D. (Ed.). (1986). Websters New World Dictionary (2nd ed.). Cleveland, OH Prentice Hall Press.4. R K Sizani, Workshop of the on implementation and action an address to the strategic planning, (02nd December 2001)5. Behrman M, (2004), A guide to strategic human resource planning, Workinfor bulletin, southwest Africa6. http//www.accel-team.com/human_resources/hrm_02.html, (31 December 2004)7. A Strategic Human Resource Management administration for the 21st Century. Naval Personnel Task Force, September 2000, Story form NNS040406-02, 04th June 20048. Human Resources, Pay & Trends Bulletin ,The employers organisation for local authorities in the south east,(June 2004),