There are numerous definitions presently in vogue which attempt to explain the aggregation generally construed to be human resource planning and development. The activity can be sub-divided in terms of resource or aggregate planning and individual planning or career management.
The first category of planning is primarily concerned with organization planning for numbers or persons by organization units, occupation up categories and groups and is in an integral part of the corporate budgeting system. The output from this type of forecasting/planning is represented by statement of staffing and training requirement to meet anticipated organizational needs.
The second category on the other hand, relates to specific human resource/job matching at the skill or individual job level, it consist of an evaluation of the potential of employees to meet specific forecast skills requirement resulting from growth and turnover, and the development of action programs to meet these requirement in terms of succession/career planning and patting. Most working definitions tend to blend these categories in describing the function. Simply stated, human resources planning is that process that leads to the right person being in the right place at the right time.
The process of human resources development is meant to ensure the fullest utilization and growth of the personnel resources assigned to the organization. The goal of human resources forecasting and planning is to understand relationships among societal trends (socio-political, economic, demographic and individual needs and values), technological, developments and organizational strategies. The outcomes are the actions the transport industry must take to attract, develop and train the talent needed to achieve organizational goals. These must be a focus on what the organization needs and what individual employees need and how these two sets of needs can be accomplished jointly the organization must determine what knowledge, skills and abilities will be required as new functions emerge, other functions continue, and still other decline or disappear. In a transaction organization human resource planning and forecasting must be integrated into over-all-business planning in order to make the optimal use intelligence concerning the market place and technology.
A meaningful business strategy can be developed by taking into account demographic, global, legal and regulatory trends. Strategies for attracting, retailing and developing people can be tied closely to business plans. The effective and regular implementation is required for optimal functioning and performance at each strata and level of the establishment. The idea is to make employees a force that contributes to the overall organizational competitive advantage.
Source by gabriel agbo