The human resource planning is a strategic procedure to ensure that the right person at right place and time.
Human resources planning is a strategic planning that focuses on preparing manpower in advance for future production. As well as operation activities, continuously and systematically analyzing. The needs of enterprises for human resources under changing conditions, and developing and formulating personnel policies. That are compatible with the long-term benefits of the enterprise organization.
It is an integral part of the overall planning and budgeting of the enterprise. Because the impact between the investment and forecast of human resources and the long-term planning of the enterprise is mutual.
Human resources planning generally includes:
- Personnel general planning
- Job establishment planning.
- Staffing planning.
- Personnel demand planning.
- The Personnel supply planning.
- Personnel supplement planning
- Individual assessment planning.
- Salary planning.
- Talent allocation planning.
- Human resource management policy planning.
- Investment budget planning and so on.
There are several principles that must be followed in developing human resources planning.
First, we must fully consider changes in the internal and external environment.
Only when human resources planning fully considers the changes in the internal and external environment can it adapt to the needs and truly serve the goals of enterprise development.
In order to better adapt to these changes, human resources planning should anticipate possible situations. Including risks and changes, preferably with strategies to deal with risks.
Second, clarify the fundamental purpose of human resources planning and ensure the human resources of the enterprise.
The human resource guarantee of enterprises is the core issue that should be solved in human resources planning. Only by effectively ensuring the supply of human resources to the enterprise can it be possible to carry out deeper human resource management and development.
Third, the ultimate goal of human resources planning is to enable enterprises and employees to develop and achieve the expected goals.
Human resource planning should be geared not only to business planning, but also to employees. The development of enterprises and the development of employees are mutually dependent and mutually reinforcing.
If only the development needs of the enterprise are considered, and the development of employees is ignored. It will be detrimental to the realization of the development goals of the enterprise. Excellent human resources planning must be a plan that can enable the employees of the enterprise to achieve long-term benefits.
It must be a plan that can enable the enterprise and employees to develop together.
Fourth, high-quality human resource planning is jointly complete by relevant personnel within the enterprise.
It is by no means a problem that the human resources department can solve alone. Therefore, when the human resources department carries out human resources planning, it must pay attention to fully absorbing the participation of various departments and senior managers, only in this way can human resources planning be in line with the actual situation of the enterprise and implemented.
Prepare the corresponding human resources planning system at the end of the year or quarter with the following steps:
(1) The first is to take stock according to the development plan of the enterprise.
Combined with the human resource demand report of each department of the enterprise, and determine the general situation of human resource demand. The combined with the existing personnel and positions of the enterprise, possible changes in positions. The number of vacancies, etc., grasp the overall staffing situation of the enterprise and prepare the corresponding allocation plan.
(2) The second is the preparation of job plans.
In the process of enterprise development, in addition to the original positions, new positions will gradually be born, so when preparing the human resources plan, the job plan cannot be ignored. According to the development plan of the enterprise.
The content of the comprehensive job analysis report should be fully state, and the organizational structure, job setup, job description and job qualification requirements of the enterprise should be describe in detail according to the development plan of the enterprise. The future organizational function scale and mode should be described for the enterprise.
(3) The third is to reasonably predict the personnel needs of various departments.
On the basis of staffing and job plans, reasonably predict the personnel needs of various departments. In personnel demand forecasting, attention should be pay to the job title, number of personnel, desired arrival time, etc. Of the forecast demand in detail, forming a sub-list indicating the number of employees, recruitment costs, skill requirements, job categories, and the number. The level of managers require to achieve organizational goals, according to which the future personnel replenishment plan is purposefully implement.
(4) The fourth is to determine the supply of employees.
There are two main ways to supply personnel, one is to promote within the company, and the other is to recruit from outside. If the first method is adopted. The human resources manager requires to fully understand the excellent employees in each department of the company, understand the number of employees who meet the conditions for promotion, the overall quality, etc.
It can also contact the managers of each department and hope that they will recommend. Internal promotion is a better way, because the promoted employees have basically accepted the company’s culture, eliminating the need for cultural development procedures.
Secondly, through promotion, employees can get a certain satisfaction, and it is easier to stimulate the enthusiasm and enthusiasm of work. External recruitment is relatively less effective than internal promotion, but it is not all, and it is good to be able to recruit and retain good people from the outside and play their role. When confirming the supply status, it is necessary to clearly state the method of personnel supply, the internal and external mobility policy, the way to acquire personnel, and the implementation plan for obtaining personnel.
(5) The fifth is to formulate a plan for the adjustment of human resources management policies.
The plan should clearly explain the reasons for the adjustment of human resources policies, the adjustment steps and the scope of adjustment. Human resources adjustment is a wide range of content, including recruitment policy adjustment, performance appraisal system adjustment, salary and welfare adjustment, incentive system adjustment, employee management system adjustment and so on.
The human resources management policy adjustment plan is a prerequisite for the preparation of human resources plan, and only by formulating the corresponding management policy adjustment plan can we better implement human resources adjustment and achieve the purpose of adjustment.
(6) The sixth is to prepare a budget for human resource costs.
The cost budget includes recruitment costs, employee training and costs, salary costs, labor insurance and welfare costs, and so on. There is a details expense budget. So that the company’s decision-makers know where each money of the department is spent. So that it is easier to get the corresponding expenses and realize the human resource adjustment plan.
(7) The seventh is the preparation of training plans.
The necessary training of employees has become an indispensable part of enterprise development. On the one hand, the purpose of training is to improve the quality of existing employees of the enterprise and adapt to the needs of enterprise development, on the other hand, it is to cultivate employees to identify with the company’s business philosophy, identify with the company’s corporate culture, and cultivate employees’ love and dedication. The training plan should include training policies, training needs, training content, training forms, training effect evaluation and training assessment, etc., each of which must have detailed documents, time schedule and operability.
Finally, when writing human resources planning, we should also pay attention to preventing risks that may be encounter in human resource management. Such as excellent employees being target by headhunting companies. New human resources policies leading to employee emotional dissatisfaction, internal promotion resistance, external recruitment failure, and so on.
Some of these potential risks may even affect the normal operation of the company, and even cause fatal blows. Avoiding these risks is an important responsibility of the human resources department, in the preparation of human resources plan to combine the company’s actual situation, comprehensive job analysis and employee sentiment questionnaire, put forward various possible risks and countermeasures, as far as possible to reduce the risk caused by losses.
Conclusion
Human resources planning is a dynamic process and attention must be pay to the various factors that influence human resources planning. In practice, we find that some enterprises often lack dynamic human resources planning and development concepts in human resources development and management, and they understand human resources planning as static collection of information and related personnel policy information, whether in concept or practice, they have the idea of relying on previous planning once and for all.
This is a harmful misconception. Because this static concept and dynamic market demand and the needs of talent development are extremely incompatible, resulting in the rational use of human resources, and even seriously affecting the stability of human resources, resulting in the loss of outstanding talents, which is extremely unfavorable to the development and growth of enterprises.
Therefore, when doing human resources planning, enterprises must adhere to dynamic planning and pay close attention to some important factors affecting human resource planning. Truly make the best use of people’s talents, so that talents truly become the company’s most valuable resources.