Name- Yogender Bansal

Roll no- 11712303920

Human Resources Management

Assignment - 2

Q1. Human Resource planning is a part of Strategic Planning. Elaborate with the help of examples.

Ans. Aside from their own field, future HR managers must be familiar with organizational operational
aspects such as strategic planning, competitive pressures, return on investment, and cost of production,
to name a few. In short, they must be prepared to work at higher levels of management in close
collaboration with top management in developing and implementing HR plans and strategies. We will
now talk about the future role and challenges of human resource managers.

Human resource planning is essentially the process of finding the right person for the right job at the
right time and at the right price. This process entails estimating an organization's future manpower
requirements and meeting them with the labour force available to it. After completing a job analysis, the
first step in the process of employee recruitment and selection is human resource planning. From a
broader organizational standpoint, HR planning aims to improve customer satisfaction, quality, and
employee motivation. From a functional standpoint, it aims to improve employee motivation and
commitment, team spirit, mutual trust and creativity.

The three basic objectives of any HR planning are:

o attracting, developing and retaining an efficient workforce,

o evaluating and rewarding its performance, and
o inventing and controlling HR plans and programmes to optimize the HR cost.

The direct and immediate goal of human resource planning, on the other hand, is to investigate,
forecast, plan, control, and match the demand for and supply of manpower.

Human resource planning, like production and financial planning, should be a unified, comprehensive,
and integrated part of the overall corporation. Human resource managers provide input to corporate
strategists such as key HR areas, HR environmental constraints, internal HR capabilities, and HR
capability constraints. In turn, the corporate strategists communicate their requirements and
constraints to the HR manager. Thus, the corporate strategic plan and HR plan include both HR and
other functional plans.

Corporations formulate plans to fit four time spans:

i. Strategic plans that establish the company's vision, mission, and major long-term goals. Strategic
plans are typically considered to have a time span of five years or more.
ii. Intermediate – long-term plans that span about three years. These are more detailed plans to
supplement the strategic plan.
iii. Operating plans are usually for a year. Monthly plans are prepared in sufficient detail for profit,
human resources, budgeting, and cost control.
 iv. Day-by-day and week-by-week plans are examples of activity plans. These plans, which may or
may not be documented, demonstrate the relationship between the strategic plan and the
human resource plan.

Strategic and human resource planning are essentially symbiotic in the sense that each is dependent on
the other.

Here are some examples of how the relationship works in practice:

1. Impact assessments
When leaders begin developing a strategic plan, they will consult with various department
heads to determine how the proposed business strategies will impact them. The financial impact
of the initiative will be determined by the human resources planning team based on the
recruiting, training, and retention strategies that may be required to support the plan. If the
initiative entails downsizing, for example, human resource managers must consider the various
options for reducing labor supply, such as dismissals, retirements, transfers out of the
department, sabbaticals, and voluntary quitting.

A new initiative will invariably have a time cost associated with it. It is up to HR to provide
feedback on how long it will take to hire or upskill permanent employees, as well as whether the
company can work with contractors in the interim. This assists senior leaders in developing a
timeline for the new initiative.

2. Executing the plan

As soon as a strategic initiative is approved, the human resources team must prepare the
company's employees for the upcoming changes. Changing job descriptions, moving people
between job units, policy development, motivation strategies, developing training programmes,
and identifying and eliminating labour shortages through recruitment and outsourcing are all
examples of this.

3. Feedback and monitoring

Once the strategic initiative is implemented, HR will monitor the changes made to the workforce
to determine whether the policies are adequate, affordable, and sustainable. Because the
strategic plan is a long-term plan, it is critical for the company to constantly monitor its talent
pipeline and update its demand forecast to ensure that the company always has the right
people in place to meet its goals.

Strategic and human resource planning are inextricably linked; it makes no difference which plan the
leadership team develops first. In fact, they should almost certainly be developed concurrently. This is
because the strategic plan cannot be finalized until human resources have implemented supporting
talent strategies, and the human resources plan cannot be finalized until the company's long-term goals
are clear.

The most effective organizations achieve alignment between the business's technology, finance, and
human resources, as well as the formulation and implementation stages of the strategic plan.
Broadly, HR planning is affected by two important factors—the HR requirements of an organization and
its availability within and outside the business. With regard to HR requirements, the role of human
resource planning is the estimation of the number and nature of people needed for the accomplishment
of the goals and strategies of an organization. As regards the HR availability, the task of human resource
planning is to scan the environment in order to identify the availability of people with appropriate
characteristics and skills. In the past, HR planning was considered a short-term activity and a problem of
the line managers. However, intensified competition, technological changes, changing labor
characteristics and other such changes in the environment forced the organization to view HR planning
as both long- and short-term activities.

The organization's strategic plan defines the organization's HR requirements. For example, an organic
growth strategy necessitates the hiring of additional employees. Acquisitions or mergers, on the other
hand, are likely to necessitate layoffs, as mergers create duplicate or overlapping positions that can be
handled more efficiently with fewer employees.

The organization first decides whether to be proactive or reactive in HRP. It can either decide to
carefully anticipate needs and systematically plan to fill them far in advance, or it can be an art to
respond to needs as they arise. Of course, careful planning to better fill HR needs aids in ensuring that
the organization obtains the right number of HR people with the necessary skills and competencies
when they are required.