The Role of Human Resource Planning for Organizations - Case Study Example

?Critically discuss the role of Human Resource Planning for Organizations It is imperative for any organization to understand and properly contemplate the role of the human resource planning so that it extracts the benefits which are there for the taking. What this will eventually mean is that the human resource planning is bringing in value and quality for the sake of the organizations in the long run scheme of things (Druck, 2011). The human resource management issues are always important within the organizations because this brings the employees and the aspiring employees at the same level, makes them feel that they are a vital part of the business enterprise and gives them the room to exploit their own basis within the long term settings. How the top management domains within this organization understand the dictum of human resource planning is something that derives sound results. Adequate planning is the need of the hour because it gives the top management a clear cut vision as to what it should expect at the hands of the middle management and the employees that are working under its realms (Idris, 1998). The human resource planning is basically the yardstick that decides the future hiring and firing procedures which are present within the enterprise. One must understand that the human resource planning avenues can easily be understood if proper measures are undertaken with the basic ideology to guarantee that sanity must prevail within the related ranks of organizational growth and development (Dinteman, 2003). Human resource planning will result in better standards in terms of performance measurement. If these standards are properly taken care of, the human resource planning standards will always be deemed as points of success. Since the human resource planning domains came in from manpower planning in the past, there is all the more reason that it should be treated as such so as to derive the maximum value for the sake of the employees in the organization (Adler, 2007). It makes the best use of the employees who are working to their best effects towards acquisition, utilization, improvement and retention of the organization’s resources under the human tenets. The human resource requirements which take place within an organization are handled in a very amiable way by the human resource planning discussions (Wildermuth, 2011). The human resource specialists are the people who undertake the task of working within the human resource planning angles. It is the effective role of a human resource specialist that lets the ball rolling and that too in the correct direction as far as work manifestations are concerned. If the specialist does not come to a solid and conclusive result, this would mean that the entire human resource planning would be working in a faulty way, and thus the results would not justify its means. Employee commitment is indeed a much desired entity that the human resource planning avenues look to achieve and exponentially increase with the passage of time. It would be a grave mistake if the human resource planning understandings are not adequately given the room to expand their relevant basis by these human resource specialists. In such settings, the losing party is indeed the organization and none other. The stakeholders within the midst of the human resource planning are many. What this implies is that the success factor is dependent on not just one entity but a series of steps, all of which go a long way towards building the strengths of the employees and in taking care of their weaknesses. The human resource planning would be deemed as an exercise in futility if all decisions are taken to make sure that the employees within the organization remain happy and contented whilst getting their desired people on board (Murphy, 2006). This would mean there is less accountability within the related organizational ranks, and hence many faults and errors would thus arise as a result of the same (Huang, 2001). The human resource planning therefore accounts for a number of serious points within the organization which might never have been possible if other things would have been kept under consideration. The employees take the major share here because it is for them that the human resource planning is in place in entirety (Smart, 2008). Significantly, the stakeholders bring about any changes that are present within an organization and it would always be sound to suggest that the stakeholders have a fair enough idea of the human resource planning mechanisms which are in place at a time. The human resource planning has a basic process model upon which its existence depends a great deal upon. This comprises of the business strategy which gives rise to the resource strategy which is aided by scenario planning. The demand/supply forecasting and labor turnover analysis report directly to this resource strategy. Similarly, human resource plans are chalked up which amounts for a great amount of success when seen from the human resource planning regimes. This entire discussion is based on the Armstrong, 2006 model of human resource planning. The external and internal labor markets, internal information, internal promotion analysis, labor turnover index, the stability index, managerial judgments, budgets and future demand/supply for the sake of labor are some of the important aspects that come directly under the human resource planning model as suggested by Armstrong, 2006. When one understands the dictum of the human resource plans, the focus is on devising which plans do what at the end of the day. The resourcing plan takes care of the numbers and types, the candidate sources and the imperative techniques that are employed in the wake of recruiting. The flexibility plan is comprised of the cross-functional flexibility which is closely associated with multi-skilling, and numerical flexibility which defines the scope for the expansion and contraction of the labor supply. The retention plan is also one of the human resource plans, which discusses pay, recruitment, job design, management and training and development (Caruth, 2008). The last human resource plan is known as the downsizing plan which takes into perspective the timing, process and the related reductions which happen from time to time. It also includes the natural wastage, the redeployment initiatives, the early retirement, compulsory and voluntary handshakes that are undertaken by the organization in essence. All these human resource plans are significant to comprehend if seen within the related settings because these bring value for the sake of the organization in the long run, and creates a positive relationship with the employees on a strategic basis. The human resource planning quarters are bolstered a great deal by the actions and steps that are undertaken by the top management domains within an organization. What this implies is an understanding that the human resource planning is something that stems from the top and thus goes on to the middle and lower tiers. These higher level management gurus know everything that is related with the human resource planning realms which are functional within the organizational domains (Jackson, 2010). What they seem to consider is the fact that their valued employees will give in their best if they are provided with the resources that are of the finest quality, and which can derive serious output at the end of the day. The human resource planning avenues receive the much needed encouragement when the top management devises policies that take care of these individuals because these are the real resources through which work would be carried out in entirety. The human resource planning angle is therefore dependent a great deal on the board of governors of the company or the relevant people who are deemed as the movers and shakers within the work processes. Similarly, some more important understandings are reached upon when equality and diversity discussions are held in close connection with one another – where the end result is to bolster the ranks of the human resource planning efforts that have been underway. It is a fact that nearly everyone within the terrains of an organization needs to be treated in a fair enough way, which suggests that their individual basis is in line with their collective selves. Discrimination comes about when the human resource planning perspectives are not complied to in essence and when there is more emphasis on getting the job done rather than the way in which this work is carried out in the first place (Gandossy, 2006). Discrimination within the workplace forms the basis of many apprehensions that the employees might have in the wake of their normal work routines and the performance of their relevant work tasks and agendas. Now if discrimination comes about due to diversity then this means that a number of aspects are being handled the wrong way within the organizational set up. It could also mean that the employees are not being given their fair share and are being scrutinized for all the wrong reasons (Harris, 2001). What is even worse is an understanding that diversity leads to racial prejudices and assaults, which is simply deemed as unacceptable from the human resource planning tenets. Moving further ahead here with the discussion at hand, what is even more significant to pinpoint is the fact that the human resource planning takes a keen look at the employee turnover and the related strategies which are in place for employee retention (Sohal, 1999). What this implies is how long the employees would like to stay within the reins of a workplace setting and what they are going to do so as to make sure that they spend their time in a satisfying way. The retention level is important for any organization because it sets a nice precedent for the business enterprise as to what the employees think about it and how they are going to manifest their own selves within the related work settings (Markel, 2003). This obviously discusses the personal as well as professional settings which are pivotal to analyze and understand in this day and age. The reasons that the employees give when they are leaving a job are very significant. This is because it sets a precedent for the various things that are taking place in terms of work and the interpersonal relationships under the umbrella of the organization in essence. The element that demands most attention here pertains to how well the employees have been adjusted within the norms of the workplace and what more could be done to make sure that their reasons of leaving the said job entail the career growth and future prospects alone (Baruch, 1996). This is the reason why most organizations are doing their best to change and expand in a positive sense so that sanity could prevail within the related ranks at the end of the day. This is important because it sets the ball rolling for the organizational top heads who would know exactly what to expect out of their employees and how to conduct their own selves within the changing workplace requirements of the present times (Fottler, 2007). In the end, it would be sound to mention here that the human resource planning is a much desired phenomenon which can be backed up by beliefs and terminologies that are in line with the changing needs and requirements of the time as far as an organizational set up is concerned. What remains to be seen is how well the employees adapt themselves with the human resource settings and what more they are willing to do to correct their own selves within the relevant settings (Benson, 2010). It is essential to know that seriously significant factors like diversity, conflict management, employee turnover, retention mechanisms, training and development, staffing, firing and discriminatory policies are suggestive of how well human resource planning has come about within an organization and what more could be done to bring about sanity within the relevant scheme of things (Mathis, 2007). It is imperative however that the organizations understand the basic premise of changing towards a point where more optimism could be envisaged so that there is more success linked up with doing things the right way. This is indicative of the organization’s desire to set things right and thus correct its own stance if there are any shortcomings within the said domains. Bibliography Adler, Lou., 2007. Hire with your head: Using performance-based hiring to build great teams. Wiley, 3rd edition Baruch, Yehuda., 1996. Organizational career planning and management techniques and activities in use in high-tech organizations. Career Development International, 1(1) Benson, Philip., 2010. International human resource management: diversity, issues and challenges. Personnel Review, 39(4) Caruth, Donald., 2008. Staffing the Contemporary Organization: A guide to planning, recruiting, and selecting for human resource professionals. Praeger, 3rd edition Dinteman, Walter., 2003. 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