The proper planning allows the company adapting to the needs of the moment.
A. HUMAN RESOURCE PLANNING
Until recently, the person was considered exclusively from the standpoint of production. The production processes were simple, and therefore did not need highly skilled workers, making it possible to go to a labor market where it was easy to find such workers as plentiful.
The costs incurred by such workers were not very high compared with other elements of the production process, such as raw materials, depreciation of machinery or distribution of finished products. However, from the seventies the phenomenon of downsizing, in part caused because most large companies were overstated, and staff costs had increased dramatically.
On the other hand, the division of labor, new trends towards greater humanization of the company’s operating methods and new systems of worker motivation, lead to greater specialization of labor and a shortage of workers for certain complex activities, which resulted in the establishment of new systems for recruiting, training and remuneration systems.
The human resources becomes one of the key factors of enterprise policy, with impact within the company and social impacts.
As shown in the table below, the human resource begins to acquire a special importance since the 90s.
HR managers have become managers, ceasing to be managers as had been hitherto, as unemployment, labor legislation more flexible templates and the oversize of the actual staff of the existing companies in recent decades have made it necessary workforce planning in companies.
70s
80s
Decade of the 90
Economic environment
Opening to the outside, especially to Europe.
Entry of multinationals.
Economic crisis ends with the development of 60
Integration of the European economy
The rise of foreign investments
Overcoming the crisis, which ends with a period of exaggerated optimism
New Technologies
Integration into the European economic structure
New Technologies
Increasing foreign investments parallel to the advance of transnational corporations
Planning based on relationships with other countries
Social environment
Active participation in political and union
Greater union power through demonstrations.
Business smaller and more specialized.
Mature participation in democratic life.
The incorporation of women to technical and management levels.
Civilization of leisure.
Advance of the weight of women in the world of work and politics.
Incorporation increasingly late for young people to work.
Internationalization of fashions, trends, styles.
Working Environment
Free Trade Unions.
Great conflict.
Emergence of Multinational techniques and new models, both in organization and management.
Flexible employment regulations.
Demand for skilled labor.
Loss of power of the unions with less conflict.
Higher legal flexibility.
Stagnation / decline of union power.
Free movement of labor in Europe / Contract work only.
Increased demand for skilled labor.
Greater mobility of technicians and managers.
New ways of working.
The human resource function
It is independent, reporting to General Management.
Great weight of collective bargaining in large enterprises and domestic enterprises.
The Multinational companies use as a system of merit pay increase
Consolidation of the personnel function as a strategic function responsible for the administration and management of human resources.
Collective bargaining is still important, because it has more flexibility in implementing the increases.
Is generalized method of payment based on the results.
Inclusion of systems to reward productivity in collective bargaining.
Emergence of individualized pay systems.
System variable increase as the scoring to ensure increased effectiveness through organizational development and human resources
The planning process must be understood as a methodical analysis and rational choice of targets and goals to achieve, as well as a selection of various programs or alternative lines of action. Considering also that the plans are for the future. Good planning must take account of the timing or the future environment in which decisions will be developed and the corresponding actions.
As stated in Echevarria Garcia, “planning is one of the key instruments in the scientific management of the company. Planning determines what are the requirements and characteristics to be applied to organize the business institution. “
According to W. Weber “human resource planning system that includes complex business decisions which systematically prevents future in the area of personnel and determining its fundamental lines.”
E.W. Vetter defines planning as “the process by which a company ensures a sufficient number of personnel with the necessary skills in the right jobs and at the right time to do things more economically useful.
Ben H. White defines workforce planning as “the anticipation of the future organization of the company, taking into account the factors influencing the environment in order to guide personnel decisions according to that evolution.”
In any event, planning, the aim is to prevent future qualitative and quantitative, so that we can establish the ideal template categories indicating a surplus, the deficit positions, as well as guiding criteria necessary for action.
The same is necessary to provide the necessary manpower for the moments of expansion, how to avoid improvisation in circumstances in which, by reducing the volume of business activity, is a major contingent of unemployed people who do not agree or not can fire. In short, proper planning allows the company adapting to the needs of the moment.
The concept of planning includes, in addition to workforce planning, planning for staffing needs, ie the characteristics of the future workforce, which would involve a preliminary analysis and assessment for the workplace and as a study of the organizational structure of the company present and future. One consequence of this is:
The planning of recruitment and selection processes
The training plan
The promotion plan
All this set within the organizational framework, as a good organization is one that is characterized by the structure allows for more efficient that the company will in the future. The organization ultimately indicate where to start planning, what levels are scarce or qualitatively important.
When we raised the design of an organization, including how many people need and in what positions, almost automatically, we tend to group the components of the department staff, or a similar, although this has been a very common way of operating in the past has its serious drawbacks, especially in periods of rapid change, whether by market demand for new products or services or by a simple process of organizational growth linked to the current activity.
This will often be the subject of the qualitative composition of the workforce, it remains to solve another problem: How many? This question is also often give simple answers one of the following ways:
Those who allow the profit level of the firm
When I see all my workers are very busy, will hire more.
Put another way, it would seem that this is the workforce planning model of an amateur, in fact, large companies also tend to choose these criteria but, instead of displaying it in colloquial speech, reports are hidden in seemingly very studied.
Related posts:
- Concept and content of planning. Part I
- Concept and content of planning
- Concept and content of planning. Part II
- Concept and content of planning. Part
- Concept and content of planning. Second
- What is human resource planning?
- HUMAN RESOURCE PLANNING
- Human resources and strategic planning
- HR Strategic Planning
