An assessment of the usefulness of human resource planning, in Rexel

Marine J.

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An assessment of the usefulness of human resource planning, in Rexel

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Résumé
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Résumé du document

The human resource planning (HRP) is a problematical area, in particular, during the phases of disorder and confusion within the business environment, which can provoke instability. Thus, hesitation is created among the need of planning and the complexity of forecast. Although this complexity, the essential principle of HRP is straightforward; according to Reilly (1996) is ‘having the right people, in the right place at the right time'. The problem that is trying to be resolved is to know whether HRP can, and how, still be useful for an organization in the current environment. Indeed, nowadays, the process of HRP can be considering as old-fashion, but it is still used under different forms, by organizations. This first section will present the background of the subject with the project's objectives and give an overview of the research problem with its structure. Nowadays, organizations have to be reactive to find ways which can execute the more rapidly their strategies, because of the constant changing business environment, where the planning cycles are reducing due to competition and reactivity of the market.

Sommaire

Abstract.
Introduction.
1. Overview of the project.
2. Project objectives.
3. Chapters summarize.
Setting the scene.
1. From 'Manpower Planning' to HRP.
2. Understanding Human Resource Planning.
3. Understanding Human Capital.
Literature review.
1. The four usages of strategic of HRM.
2. Armstrong's view.
3. HRP being a strategic and management tool.
4. Disadvantage of HRP.
Conclusion.
Review of the objectives.
1. To establish a final portray of the usefulness of HRP.
2. To explore whether HRP can be useful for any organisation.
Concluding statements.
Limitations and weaknesses of the study.
Recommendations for further study.
Referencing.

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Extraits

[...] (2005) Human resource management at work: people management and development. 3rd edn. London: CIPD Pettigrew, A. (1988) The management of strategic change. Oxford: Blackwell. Reilly, P. (1996). Human resource planning: an introduction. Brighton: Institute for Employment Studies. Sisson, K. [...]

[...] Human resource management. 6th edn. Harlow: Financial Times Prentice Hall. Journals Jarell, D. (2005) ‘Managing the human resource planning process', Blackwell Encyclopedic Dictionary Human Resource Management, pp 1-235 Ebsco. Kerfoot, D. (1992) ‘Planning for personnel: human resource management reconsidered', Journal of Management Studies, 29(5) pp 651-668 Blackwell Synergy. London, O. (2005) ‘Human Resource Planning Society', Blackwell Encyclopedic Dictionary of Human Resource Management. pp1-175 Ebsco. [...]

[...] An assessment of the usefulness of human resource planning, in Rexel Abstract The human resource planning (HRP) is a problematical area, in particular, during the phases of disorder and confusion within the business environment, which can provoke instability. Thus, hesitation is created among the need of planning and the complexity of forecast. Although this complexity, the essential principle of HRP is straightforward; according to Reilly (1996) is ‘having the right people, in the right place at the right time'. The problem that is trying to be resolved is to know whether HRP can, and how, still be useful for an organisation in the current environment. [...]

[...] Human resource strategic visioning and strategic planning. Mintzberg Torrington, in 2005, identified four points where HRP is essential to strategy: 1. Developing a talent pool 2. Poor utilisation of people: inappropriate HR practices that need to be changed Surpluses in capabilities: providing scope for efficiencies in order to influence the strategy Gaps in capabilities: lack of sufficient skill, people, knowledge to create an efficient strategy. Furthermore, from Storey 2005, HRP forming a part of a business plan: looking at workforce requirements over a longer period, typically more than two years. [...]

[...] At the beginning of the 1980's, MP was perceived as irrelevant; so, the expression change into HRP when human resource management first appeared. However, this process was still frown upon; it was not extremely used by organisations. Paradoxically, during the same period, there is a growth of demand for people management, to be more planned. According to the table below, there is an evolution between the two words about term focus, objective, and relation with employees. Table 2.1 Nowadays, people are dividing; some think that the two terms are synonymous others observe always a difference: According to Bramham in 1994, a huge gap among both can be noticed, in the characteristics of process and purpose: In MP: manager is concerned with the numerical elements of forecasting, supply-demand matching and control, in which people are a part'. [...]

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