Chapter 3

Human Resource Planning

Ph.D Phan Quốc Tấn

Definition

Human resource planning is the

process of ………………………………
……………………………………………,
……………………………………………
to ensure that enterprises have
enough human resources with the
right qualities and skills to achieve
organizational goals.

1
Bảng mô tả công việc (job description)

Process of HR planning

Organizations should carry out HR planning so as to meet

business objectives and gain a competitive advantage over
competitors.
 HR planning compares the present state of the organization with its
future goals
 Then identifies what changes it must make in its HR to meet those
goals
 The process consists of three stages: forecasting, goal setting and
strategic planning, and program implementation and evaluation.

2
Overview of HR Planning Process

 Forecasting
The attempts to determine the
supply of and demand for
various types of human
resources to predict areas within
the organization where there will
be labor shortage or surpluses.
 Forecasting steps:
1. Forecast labor demand
2. Determine labor supply
3. Determine labor surplus or
shortage

Process of HR planning

3
1. Determine the Goals and Objectives

 The success of human resource planning depends on how

well it aligns with the business goals and objectives. So, the
first step in human resource planning is to determine the HR
goals based on what the organization desires to achieve in
the future and how it aims to achieve the same.
 As each department in an organization has different
objectives and human resource requirements, HR
professionals work with the management to determine their
human capital requirements.

2. Examine the Current Workforce Strength

Before working out a human resource strategy for the future, You can collect the
you must first assess the strength of your current employees. information from the
You should evaluate their strengths and weaknesses and take existing HR database and
augment it with data from
up a detailed assessment. performance appraisals
 What is the total strength of the current workforce? and reviews. To gain a
 How many of them are employed under each department/ better picture, use
visualization based on
team? the individual roles,
 How many employees are present in each of the positions/ designations, and
roles? hierarchies. Map each
employee to the level of
 What are the skills and competencies of the employees? the training they receive
 What is their experience? and the skills and
 What is the age of each of your employees? expertise they hold.
Doing so would aid in
succession planning.

4
3. Forecast Demand and Requirements
In the first step, you analyzed the organizational goals. In the second,
you would have got the strength of the existing workforce. Now, using To estimate the workforce
the data and information collected during steps 1 and 2, forecast the demand, you can use the
business demand. You should estimate the people required and the following techniques:
expertise and skills needed. – GAP analysis
In this step, you should evaluate the following. Using a Gap analysis, you can
• Does the organization need more employees? compare the skills and
• Should the organization hire full-time employees or part-timers and competencies of the existing
workforce with the business
freelancers?
goals and estimate the gap
• Is the organization leveraging the fullest potential and abilities of between the two.
existing employees? – SWOT analysis
• Is there an adequate supply of skilled resources in the labor market? Estimate the existing
• Should the employees be trained and educated to empower them workforce’s strengths,
with skills and competencies to accommodate the changing needs? weaknesses, opportunities, and
While you do the workforce estimation, consider other exogenous threats, and check what needs
factors like industry trends, labor costs, automation prospects, new improvement to align with the
products, employee turnover rates, employee retirement, etc. business goals.

Determine Labor Surplus or Shortage

 Based on forecasts for labor demand and supply, planner can

compare figures to determine whether there will be a shortage or
surplus of labor for each job category.
 Determining expected shortages and surpluses allows the
organization to plan how to address these challenges.

Company Logo

5
 Nhu cầu nhân lực của DN phụ thuộc vào các yếu tố

Nhóm yếu tố bên trong tổ chức:

 Khối lượng công việc cần thiết phải thực hiện
 Trình độ trang bị kỹ thuật và khả năng thay đổi về công nghệ kỹ
thuật
 Sự thay đổi về tổ chức hành chính làm nâng cao NSLĐ
 Cơ cấu ngành nghề theo yêu cầu của công việc
 Khả năng nâng cao chất lượng nhân viên
 Tỷ lệ nghỉ việc trong nhân viên
 Yêu cầu nâng cao chất lượng sản phẩm, dịch vụ
 Khả năng tài chính của DN để có thể thu hút lao động lành nghề trên
thị trường lao động.
Nhóm yếu tố bên ngoài tổ chức:
 Đối thủ cạnh trạnh;
 Cung cầu lao động;
 Pháp luật, chính sách quản lý của nhà nước

4. Design an Action Plan

You must create an action plan since you have estimated the workforce
requirements. If there is a shortage, find ways to hire new resources, train
existing employees, or transfer from where there is a surplus. On the other
hand, if there is a surplus, you can work out transfers, layoffs, etc., to reduce
the costs.
The action plan aims to transform an organization from the present state to
the desired state. Action plans must have strategies and pathways that
navigate you to the organizational goals and objectives.
The action plan varies from one organization to another. If there is a
shortage, startups, and small businesses may consider training existing
employees, and large enterprises may work out hiring strategies. So, in this
step, organizations shed their focus on the hiring process, training,
education, performance management, organization culture, etc. Once you
finalize the action plan, you must communicate the intricacies of the plan to
all the employees in the organization.

6
Options for Reducing a Surplus

Pay or hour
Downsizing Demotions
reductions

Work Hiring
Transfers
sharing freeze

Natural Early
Retraining
attrition retirement

Options for Avoiding a Shortage

Temporary
Overtime Outsourcing
employees

Turnover New
Retrained
reductions external
transfers
hires

Technological
innovation

7
5. Review Your Plan Periodically

An action plan encompasses all the organization’s activities to achieve an

Remember that human
optimal workforce. Once you roll out the action plan, you must conduct resources planning is
periodic evaluations. You should check the effectiveness of the human neither a one-fit-all
resource planning strategies you followed. You should review employee strategy nor a one-time
retention rates and engagement levels to evaluate the scope for process. Rather, it is an
improvements. ongoing, continuous
You can conduct performance reviews or take surveys with the process. It must be noted
employees to understand the effectiveness of the action plan. Based on that the action plan and
the responses, you should change the action plan you followed. If human resource
management strategies
needed, you must be prepared to start from scratch.
vary from one
organization to the other.

The work that the HR dept. will have to do

 Strategy and policy

 Monitor and evaluate the human resources situation.
 Statistics on personnel needs.
 Forecast future human resource needs in the company (every 3 months)
based on planned production processes, changes and other factors.
 Develop HR programs and plans for the company.
 Consulting and advising branches/departments/factories
 Propose implementation of human resource development policies
 Control
 Strategies, policies and plans have been proposed.
 Personnel fluctuations at the company.