Workforce planning or human resource planning is the process with which the human resource management plans for possible need of current and future workforce based on the analysis of the objective and current condition of the organization. “A core process of human resource management that is shaped by the organisational strategy and ensures the right number of people with the right skills, in the right place at the right time to deliver short- and long-term organisation objectives. (Baron, Clake, Turner, & Pass, 2010)”
The first step is to determine workforce demand. This determination is done on the basis of number of positions required, types of people and the competencies required. This is followed by the supply of workforce. This describes the workforce as it is at present and its projection for future. The third step would be to compare the demand and supply and find out where the possible gaps are. Finally once the gaps are recognized the solution is implemented. The solution being development of process and planning to meet the gap. (Vernez, Robbert, Massey, & Driscoll, 2007)
One part of human resource planning is talent planning or management. As an organization depends on its workforce for its growth and success the limitation of talented manpower in the market is a challenge for the HR. The HR has the important job of hiring the best workforce from the market and at the same time grooming the talent inside the organization and retaining them. “if talent management and development is happening without a workforce plan you can be busy developing people – but for what? (Baron, Clake, Turner, & Pass, 2010, p. 15)”
Succession planning, workforce management and talent management are strategies of human resource management and one of the same thing. Armstrong explains, “It is better to regard talent management as a more comprehensive and integrated bundle of activities, the aim of which is to create a pool of talent in an organization, bearing in mind that talent is a major corporate resource. (Armstrong, 2012, p. 256)”
Thus you can say that talent planning and succession planning are crucial parts of workforce plan. A HR should understand the value of talent management both inside the organization and while hiring should be able to ascertain the type of people and competencies required by the organization and be able to tap those talents at the right time. Only with proper talent planning can succession planning be achieved. A good talent and succession planning will contribute to a good workforce planning which will support the organization decrease its risk factors and get close to attaining its goals and objectives.
References
Armstrong, M. (2012). ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE (12 Ed ed.). London: Kogan Page.
Baron, A., Clake, R., Turner, P., & Pass, D. (2010). Workforce planning Right people, right time, right skills. CIPD (Chartered Institute of Personnel and Devlopment , 4.
Vernez, G., Robbert, A. A., Massey, H. G., & Driscoll, K. (2007). Workforce Planning and Development Processes - A Practical Guide. Santa Monica, CA : RAND Corporation.
For further actions, you may consider blocking this person and/or reporting abuse
We're a place where students share, stay up-to-date, learn and grow.
Workforce planning or human resource planning is the process with which the human resource management plans for possible need of current and future workforce based on the analysis of the objective and current condition of the organization. “A core process of human resource management that is shaped by the organisational strategy and ensures the right number of people with the right skills, in the right place at the right time to deliver short- and long-term organisation objectives. (Baron, Clake, Turner, & Pass, 2010)”
The first step is to determine workforce demand. This determination is done on the basis of number of positions required, types of people and the competencies required. This is followed by the supply of workforce. This describes the workforce as it is at present and its projection for future. The third step would be to compare the demand and supply and find out where the possible gaps are. Finally once the gaps are recognized the solution is implemented. The solution being development of process and planning to meet the gap. (Vernez, Robbert, Massey, & Driscoll, 2007)
One part of human resource planning is talent planning or management. As an organization depends on its workforce for its growth and success the limitation of talented manpower in the market is a challenge for the HR. The HR has the important job of hiring the best workforce from the market and at the same time grooming the talent inside the organization and retaining them. “if talent management and development is happening without a workforce plan you can be busy developing people – but for what? (Baron, Clake, Turner, & Pass, 2010, p. 15)”
Succession planning, workforce management and talent management are strategies of human resource management and one of the same thing. Armstrong explains, “It is better to regard talent management as a more comprehensive and integrated bundle of activities, the aim of which is to create a pool of talent in an organization, bearing in mind that talent is a major corporate resource. (Armstrong, 2012, p. 256)”
Thus you can say that talent planning and succession planning are crucial parts of workforce plan. A HR should understand the value of talent management both inside the organization and while hiring should be able to ascertain the type of people and competencies required by the organization and be able to tap those talents at the right time. Only with proper talent planning can succession planning be achieved. A good talent and succession planning will contribute to a good workforce planning which will support the organization decrease its risk factors and get close to attaining its goals and objectives.
References
Armstrong, M. (2012). ARMSTRONG’S HANDBOOK OF HUMAN RESOURCE MANAGEMENT PRACTICE (12 Ed ed.). London: Kogan Page.
Baron, A., Clake, R., Turner, P., & Pass, D. (2010). Workforce planning Right people, right time, right skills. CIPD (Chartered Institute of Personnel and Devlopment , 4.
Vernez, G., Robbert, A. A., Massey, H. G., & Driscoll, K. (2007). Workforce Planning and Development Processes - A Practical Guide. Santa Monica, CA : RAND Corporation.