Few organisations implement this important process due to its time and cost implications, complexity, and inadequate support. More so, organisations often fall back on the notion that that H.R.P. is an isolated process but instead it requires integrated support with its strategic business plan along with its HR activities. Therefore HR personnel do not understand the H.R.P. process. Smith et al., (2004) alludes to the notion that there are inconsistencies with support between management along with hurdles resulting in strategies to be last priority and instead focus on short term goals. Instead, the adopted short term focus f daily resource tracking is more cost effective and simple requiring less management support as opposed to H.R.P.
H.R.P. is not a process in itself alone. Succession planning is one key planning area that is taken into account to identify and track high potential employees which are suitably qualified within the organisation to compete for key managerial positions in the future (De Cieri et al., 2003). Succession planning is therefore a subset procedure f H.R.P. ...
Since succession planning involves subjecting a pool f candidates to fast track development programs, the main H.R.P. objective here is to maintain this skills pool particularly in times f labour shortages in order to give the company a competitive edge. There is hence a direct relationship between H.R.P., development and succession planning, in which all f these are proactive in nature, focusing on contributing to organisational performance and productivity by minimising disruption in filling positions which are critical during times f labour shortages (Walker, 1998). Development is therefore f essence in succession and H.R.P.
When considering succession planning, employee development is an integral strategic process which enables knowledge, skills and behaviour to be acquired to meet job changes and client requirements in the future as opposed to training which is immediate current job improvements (De Cieri et al., 2003). Development is therefore f relevance since succession planning involves future orientated fast track development programs. Development programs are aimed at offsetting potential future shortages f labours and hence the low skills base. Without this skills base, organisations lose their competitive advantage if development programs are not employed. Succession and HR planning attains a heavy reliance on developing human capital to prepare for changes that is external to the organisations control such as changes in new technology or product markets and so on. Walker (1998) exemplifies that there is a growing need to recruit externally which increases the competition for quality candidates and hence this growing concern for development through succession planning. However few