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Human Resource Planning: Importance & Process

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According to Walker (2002), organisations have focused on recruitment far more than development in an immediate attempt to upgrade talent but instead, there needs to be a balance. Recruitment aims to attract and identify potential employees through activities carried out by the organisation (De Cieri et al. , 2003). There is therefore a direct link between the HR plan and the recruitment process as it is required to deliver skills according to the organisations strategy, that is, different company strategies will directly impact the type ο f employees that it recruit.

The organisational strategy therefore must be integrated with the H. R.P. (Kim, 2003). There are however circumstances where H. R.P. strategies and business strategies may conflict. For instance, an organisation may focus on adopting an innovative culture requiring external candidates but however HR forecasts a climb in economic activity thus reducing the talent pool. Here, the organisation requires external candidates yet extraneous factors have influenced the overall business strategy. The H. R.P. solution here may be to compete for the smaller domestic talent pool, search globally, or as a last resort, recruit internally.

Over the past decade, there has been a decline in skills in certain areas resulting in recruiters to search globally. The classic example is that ο f the nursing industry in Victoria launching an advertising campaign to attract three thousand nurses into Victoria's public hospitals. The approach to recruitment is therefore primarily determined by H. R.P. which provides a balance between internal and external recruitment for most large firms (Greer et al. , 1989). This concept is underpinned by a two way process between strategic requirements and the candidates desired traits. Succession planning, as a proactive strategy requires an in-depth refined recruitment process since their relationship is eminent in the first stage ο f the plan.

Refining any pool ο f employees through their attributes, three-sixty degree feedback and H. R.P. software programs plays an integral role in not only maintaining the right staffing levels but also the 'right' allocation ο f that candidate.

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