Human Resource Planning - Essay Example

Human Resource Planning (HRP) Student Name Institution Human Resource Planning In the world, today, the growth of technology has radically changed the way things are managed due to the concept of globalisation. This is because as businesses continues to proliferate within their domestic markets and expand in emerging overseas markets their workforce becomes complex. As such, there has to be strategies for managing their workforce, which has led, to the adoption of the Human Resource Planning as a concept by Human resources managers. It is worth noting that the quality of any workforce is mainly dependent on the quality of the workforce employed (Purwadi, 2012). Having workforce within an organization calls for planning of human resources since the start of the employees’ career up to their retirement age. Therefore, human resource planning is necessary in order to eliminate redundancy within an organization’s workforce and as well curb future unemployment (Dom et al., 2012). In that regard, this aim of this research essay is to define the concept of Human Resource Planning, discuss to the importance within an organization and as well the factors impacting on human Resource Planning that nowadays manager need to put into consideration. According to Dom et al. (2012), Human resource Planning refers to the systematic analysis of Human Resource needs in order to ensure that, at any given time, there is a sufficient number of employees with required knowledge and skills in an organization in need basis. Furthermore, Human resource planning can be regarded as a method that puts an emphasis on human resources needs in addition to developing the essential initiatives for satisfying Human resources needs in an organization. Human Resource is referred to as the labor or the workforce that carries out work or business activities for an organization. On the other hand, workforce refers to the number of workers available within an organization who are required to complete a particular activity, project or job within the given scope. Thus, putting into consideration required level of skills and the necessary number of workers, comes in handy during human resource planning especially in labor-intensive industries such as construction industries. For instance Dom et al. (2012), evaluates that in Malaysia’s construction industry, there is high reliance on technical skills of the workforce as well on the workforce energy in order to execute construction-based operations. Although, there is a high expectation that most of the work required to be executed by its local workforce, there is almost none participation the country’s citizens in the construction industry. Therefore in such a case, for any company that aims at venturing in the construction industry in Malaysia, it should expect to draw most of its workforce from in regard to required level of knowledge and skills (Hafeez et al., 2010). Consequently, it is essential to ensure that other than addressing the labor force needs of an organization, Human Resource Planning strategies does aim at achieving the level of customer service needs (Hafeez & Aburawi, 2013). This is because there is increased level of competition in the world today for knowledge-based economies. Furthermore, Hafeez and Aburawi (2013), through adoption of effective human resource planning strategies, management within an organization is capable of developing and deploying the right people at right places at the right times in order to achieve both individual and organization objectives. Building a linkage between the long term business objectives of a corporation and the human resource planning comes in handy at aiding an organization to cope with diversification and competition challenges. For that reason, firms are nowadays feeling the need to forecast future human resource levels so as to predict it training and recruitment needs. Such a strategy comes in handy at ensuring that sufficiently experienced individuals are rising, through the corporate ladder, to fill various vacancies at high levels. Furthermore, it has become extremely difficult for corporate to retain their core staff due to the dynamics of job opportunities and market forces. As such, majority of businesses organizations are losing their key crucial business knowledge and skills proportionate to the rate with which employees are leaving organizations. On the other hand, the the transition industrial market to knowledge-based economies has led to an instantaneous and wholesale retraining scenario for a lot of firms in order to remain relevant within the technologically-driven business environment (Hafeez & Aburawi, 2013). In that case, having efficient intellectual capital investment or human resource strategy calls for a good understanding of the dynamics of training and recruitment issues. Strategising on having effective human resource planning aids in achieving both organizational and individual competencies which are replicated in sustainable competitive advantage of a company. According to Hafeez and Aburawi (2013), a lot of multinational organizations nowadays are faced by the challenge of deciding what human resource planning practices and policies they need to adopt in their international markets. This is coupled with the complex nature of their business activities, but it should be clear to management of such organizations that human resource planning is one of the key mechanisms for coordinating and controlling operations in the international scale. According to Dom et al. (2012), there are various factors that influence Human resources planning both internally and externally and they are different depending on the industry. For instance, in Malaysia’s construction industry, the factors influences the recruitment and retainance of local workforce. As such, three internal factors, organizational strategy, organization changes and organization culture are discussed. It is crucial for human resource managers put the factors into consideration when planning for the organization’s workforce. First, organization strategy is first evidenced in the form of financial strength that a firm aim at achieving ingenious strategic plans. In addition, organizational strategy necessitates the ability of a firm to plan and execute projects especially in labor-intensive industries such as construction. This is because, the Human resources need to compare and contrast the need to either hire or subcontract manpower based on the activities within each project. Besides, it is necessary when carrying out human resource planning to consider the imbalance of managers at strategic and operative levels, which may in, some cases hinder effective workforce planning (Dom et al., 2012). Second factor is organization changes that managers have to consider during human resource planning (Dom et al., 2012). For instance, in cases where an organization is small and a start-up, it is considered to be at embryonic stage which may render it to be unable to plan appropriately. However, as the organization continues to grow and or expand its geographical coverage doing business, need for human resource planning is unavoidable. Besides, other instances are especially when the organization is laying off its workers. In such cases, individuals involved in human resource planning would be required to have high flexibility commitment. Another aspect within organization changes is the personnel behavior and labors commitment that impacts on achievement and organization’s set business objectives. For instance, in constructions industries where foreign labor is dominant, limited time working overseas provides a chance to expatriates to work hard and remit money to their families. In such scenarios, workers have a high level of commitment towards their work duties (Purwadi, 2012). Third factor that is worthy to be considered by human resource managers when executing human resource planning is the organization culture (Yazic, et al., 2007). For instance the level of professional training facilitated by an organization to its employees, comes in handy at cultivating desired culture. In some countries, for instance in USA, majority of companies in construction industries are characterised by strong family or clan culture; emphasis on teamwork; consensus and participation; high level of loyalty; and human development. Besides, an organization can establish a culture where by it rewards its workforce when financial performance is favourable (Dom et al., 2012). Therefore, from the above discourse, human resource planning is an integral part of strategic management within any organization that aims at achieving sustainable competitive advantage. Proper human resource planning ensures that the organization does not incur expenses in maintaining unnecessary workforce. In that regard, human resource planning involves an efficient analysis of the human resource requirements so as to ensure that required number of employees with relevant knowledge and skills and hired. However, this has been explained to be different for various industries for instance in the case of Malaysia’s construction industry. Besides, efficient human resource planning comes in handy at ensuring the needs of the customer are met thereby rendering an organization to have a competitive edge over its competitors. In that case, individual and organizational objectives are sufficiently met. Nevertheless, there are various factors that may affect development and implementation of an effective human resource planning as noted in the above review. Organizational strategy, organization changes and organization culture are factors that should be put into consideration by human resources managers when planning for human resource needs. As such, it is necessary to note that due to heightened competition globally, human resource should respond to the demand for knowledge and skills. In conclusion, the management of an organization requires to be familiar with underlying forces of human resource policy both within and outside an organization. References Dom, N. M., Kasim, N., & Shamsudin, A. (2012). Framework of human resource planning (HRP) influencing factors for local workforce supply in Malaysian construction industry. Journal of Technology Management in China , 7(2), 177-197. Hafeez, K., Keoy, K.H.A., Zairi, M., Hanneman, R. & Lenny Koh, S.C. (2010). E-supply chain operational and behavioural perspectives: an empirical investigation of SMEs in Malaysia. International Journal Operations Research, 48(2), 525-546. Hafeez, K., & Aburawi, I. (2013). Planning human resource requirements to meet target customer service levels. International Journal of Quality and Service Sciences, 5(2), 230-252. Purwadi, D. (2012). The Role of Japanese Human Resource Planning Practices for Increasing Industrial Competitiveness. Procedia - Social and Behavioral Sciences, 65, 253-259. Yazic, E.O., Arditi, D. & Uwakweh, B.O. (2007). Organizational culture in US construction Companies. Journal of Management, 6, 219-228. Read More