Human Resource Planning

The objective of Human Resource management is to achieve a high level of return on an organization's investment in people. For many organizations people are the only, or the most expensive, asset upon which the success of the enterprise is dependent.

Although most organizations realize the importance of this asset, some have not put into place the infrastructure components required to manage people in the same manner in which other assets are managed. Financial, capital, and information resources, for example, are managed with careful planning, monitoring, replacement, or upgrading. Often the same cannot be said for how an organization's Human Resources are managed.

In order to manage and nurture Human Resources, planning is required to establish a framework in which this valuable asset will be employed. This includes identification of objectives, values, principles, and practices to guide the organization in its use of people. Within this framework the infrastructure components to give managers the skills and guidelines to apply sound management principles and practices are developed.

The infrastructure is made up of a broad framework and includes such support mechanisms as organization, performance management processes, rewards and incentives, recruitment standards, and Human Resource development principles. These in turn are supported by subsystems which include specific policies and procedures such as recruitment procedures, compensation policies, performance appraisal, training and development policies, legislative compliance, communications devices, and the like.

PERSONNEL SYSTEMS offers expertise in any or all of the above infrastructure components. We believe that these activities can best be divided into three distinct levels of a Human Resource Management hierarchy, as follows:

Level 1: This is the basic level and pertains to application of procedures to maintain the employee-employer relationship.

Level 2: Includes developmental activities such as organizational development and effectiveness, employee training and development, succession planning, and similar activities relating to planning and upgrading the organization.

Level 3: This level of activity has the potential for enormous payback to the organization. Initiatives and interventions at this level are strategic and long-term in nature. Issues typically dealt with at this level include supply/demand of human resources at a macro level, labor/management relations, human resource implications of broad operational plans, and co-operation with labor, government, and academia in developing human resource strategies.

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