Formulating HR Plans

Organisations operate in a varying environment. As a result, Human resource requirements also vary continually. Variation in union agreements, product mix, and competitive actions are some of the significant things that need special attention. The human resource needs identified along the process outlined in the above box have to be translated into a concrete HR plan, backed up by, programmes , detailed policies and strategies (for, selection, recruitment , promotion, training retirement, replacement, etc.).

• Recruitment plan: It will show the number and kind of people required and when they are required; special plans to recruit correct people and how they are to be dealt with using the recruitment programme.
• Redeployment plan: It will show the programmes for retraining or transferring existing employees for new jobs.
• Redundancy plan: It will show who is redundant, when and where; the plans for retraining, where this is achievable; and plans for, retrenchment, golden handshake, lay-off, etc.
• Training plan: It will show the number of trainees or apprentices needed and the programme for training or recruiting them; present staff requiring training or retraining; new courses to be make or changes to be effected in present courses.
• Productivity plan: it will show reasons for employee manufacture or dropping employee costs through work simplification studies, productivity bargaining, mechanisation; incentives and profit sharing method, job redesign, etc.
• Retention plan: It will show reasons for worker turnover and indicate strategies to avoid wastage through compensation rule; changes in work needs and improvement in working conditions.
• Control points: The overall manpower plan is subjected to close monitoring from time to time. Control points be set up to discover deficiencies, periodic updating of manpower inventory, in the light of modifying circumstances, be undertaken to eliminate deficiencies and build up future plans.