The present global financial meltdown has created real and urgent human resource issues for organizations throughout the world. Everything seems to be shrouded in uncertainty. Employers are unsure of how events will play out in the near future, while employees sit tight, holding fast to the job on hand, not because they don’t want better opportunities but because everything is in a stand still.
KPMG is a global network of professional services firms providing Audit, Tax and Advisory services. The firm has a total of 137,000 outstanding professionals working together to deliver value in 144 countries worldwide.
The realities created by the present global financial crisis are poles apart from what used to obtain when the global economic climate was good. Being a firm that recruits high flyers and top graduates, there was always a high turnover in manpower before the crisis began. People were leaving and coming in at a fast rate. This implied that HR was always on its feet and on the move.
Consulting jobs from clients streamed in whether employees went out on marketing or not. The reputation of the company attracted new clients every day. Sometimes the firm had no option other than to reject jobs that are not value adding
According to Vetter (1967, p15), Human Resources Planning is “the process by which management determines how the organization should move from its current manpower position to its desired position. Through planning, management strives to have the right number and the right kinds of people, at the right places, at the right time, doing things which result in both the organization and the individual receiving maximum long-run benefits”.
Writing in the American Psychologist, Jackson and Schuler (1990, pg 227) state that “traditionally human resource planning occurs within the context of the overall organizational plan and its strategic focus. It