Workforce planning has to do more with the number of people that the organization needs over a period and the cost incurred along with when the new hiring is necessary. For this, a planning calendar is formed as well. It is also about getting the people with the right skills and the right number at the right time and place to deliver organizational short-term and/or long-term objectives. Workforce planning includes of varieties of activities like job design, flexible working, succession planning and many others (Davies, 2010). This form of planning should be viewed as an important part of the business planning process and should also be linked to strategic business goals.
Talent planning is the process of finding, developing, training, and retaining employees whose skills best align with the objectives and needs of the company. The end goal of talent planning is to hire the best employees the business can afford or in some case develop the talent from within the organization so that the company can achieve its goals and reach the maximum potential for success (Armstrong, 2014). The process of talent planning includes of a series of steps in the process which constituents of being prepared, knowing the challenges faced by the company, hiring and training new employees, and preparing to replace employees who leave or who are set to the company (Gkttman, 1968).
Succession planning involves identifying or developing new leaders who can replace the old leader once they leave the job, retire or die. This form of planning is inter-related with the talent planning as they demonstrate a genuine commitment of the organization to developing the existing workforce and also provide businesses with a deliberate strategy for the retention and continuation of critical competencies (Evans, 2009). Both the forms of planning combined help at identifying the perfect candidate(s) with the required skillsets for the position if anyone in the key position leaves it prematurely. For example, in an organization, a Director General died on an accident no one anticipated, in which case the organization can’t give the role to someone in the position of Program Manager nor can it go on a hiring process to replace the person immediately. In this case, if the organization has used talent planning and succession planning properly than looks at their director level and give the acting role or position itself in full to one of the directors who are more compatible with the position (as identified before). The person filling in will have the detailed ideas of the process and how the organization operates along with the workflow as he/she would have been prepared for it beforehand. Both these planning combined makes sure that the organization doesn’t fall back during any such difficult period either.
References
Armstrong, L. A. (2014). A Handbook of Human Resource Management Practice, 13th Edition. Kogan Page Limited.
Davies, E. (2010). Workforce planning. BMJ , c5327.
Workforce planning has to do more with the number of people that the organization needs over a period and the cost incurred along with when the new hiring is necessary. For this, a planning calendar is formed as well. It is also about getting the people with the right skills and the right number at the right time and place to deliver organizational short-term and/or long-term objectives. Workforce planning includes of varieties of activities like job design, flexible working, succession planning and many others (Davies, 2010). This form of planning should be viewed as an important part of the business planning process and should also be linked to strategic business goals.
Talent planning is the process of finding, developing, training, and retaining employees whose skills best align with the objectives and needs of the company. The end goal of talent planning is to hire the best employees the business can afford or in some case develop the talent from within the organization so that the company can achieve its goals and reach the maximum potential for success (Armstrong, 2014). The process of talent planning includes of a series of steps in the process which constituents of being prepared, knowing the challenges faced by the company, hiring and training new employees, and preparing to replace employees who leave or who are set to the company (Gkttman, 1968).
Succession planning involves identifying or developing new leaders who can replace the old leader once they leave the job, retire or die. This form of planning is inter-related with the talent planning as they demonstrate a genuine commitment of the organization to developing the existing workforce and also provide businesses with a deliberate strategy for the retention and continuation of critical competencies (Evans, 2009). Both the forms of planning combined help at identifying the perfect candidate(s) with the required skillsets for the position if anyone in the key position leaves it prematurely. For example, in an organization, a Director General died on an accident no one anticipated, in which case the organization can’t give the role to someone in the position of Program Manager nor can it go on a hiring process to replace the person immediately. In this case, if the organization has used talent planning and succession planning properly than looks at their director level and give the acting role or position itself in full to one of the directors who are more compatible with the position (as identified before). The person filling in will have the detailed ideas of the process and how the organization operates along with the workflow as he/she would have been prepared for it beforehand. Both these planning combined makes sure that the organization doesn’t fall back during any such difficult period either.
References
Armstrong, L. A. (2014). A Handbook of Human Resource Management Practice, 13th Edition. Kogan Page Limited.
Davies, E. (2010). Workforce planning. BMJ , c5327.
Evans, J. (2009). Succession Planning. Oncology Issues , 24 (2), 22-27.
Gkttman, L. (1968). Manpower Planning for High Talent Personnel. Public Personnel Management , os-29 (4), 240-241.