MHR sample

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Lahore University of Management Sciences, Lahore *

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HUMAN RESO

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Management

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Nov 24, 2024

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Introduction 150 WORDS An organization's workforce is one of its most important assets for success. It's essential for businesses to employ the right number of employees with the right skills and put them in the right roles to ensure productivity and profitability. Workforce planning is a workforce management practice that can also help your company be more prepared for future hiring challenges. In this report, the purpose is to define what workforce planning is, explain why it's important, outline how to execute this concept and list some common workforce planning tools. Question 1 (850 words) Definition Workforce Planning is the process of analyzing, forecasting, and planning workforce supply and demand, assessing gaps, and determining target talent management interventions to ensure that an organization has the right people - with the right skills in the right places at the right time - to fulfill its mandate and strategic objectives. Workforce planning refers to the process of ensuring an organisation has current and future access to the human capital it needs to perform effectively. Workplace planning involves identifying current and future personnel needs and exploring the most appropriate and cost-effective methods to recruit and retain these individuals. There is also an element of continual analysis of workforce effectiveness and implementing the necessary measures, such as learning and development initiatives, to ensure the workforce remains efficient. Explanation Strategic workforce planning is workforce planning that is aligned to the organisation’s overall business objectives and the long-term vision. In this regard strategic workforce planning may place importance on succession planning as a measure to ensure the necessary skills and knowledge are always present in senior members of staff. Workforce planning is the supply and demand of your organisation’s talent landscape. It’s the process of analysing and planning the future of your workforce, assessing where you lack resources (skills, etc.) and bolstering that lack with initiatives to attract, hire (and retain) the right people. The purpose of workforce planning is to find out where you have the right people in the right roles. It’s ensuring you have the right number of people, who have the right mix of skills, knowledge and experience to help your organisation reach its goals. These often will include both your short and long- term goals. A common workforce plan will often include a brief analysis or summary of your current workforce, your future needs, and how you plan to bridge the gap in between. This might include hiring plans, learning and development opportunities, or identifying key hires that are not necessarily related to scaling your business (like a new leader or content specialist). Operational workforce planning focuses on individual planning in an effort to streamline daily employee operations. It's often beneficial in helping managers develop daily work schedules for employees and assisting employees in understanding their responsibilities and maintaining productivity throughout the

workday. This model includes elements of talent management to help fairly distribute talent throughout the organization. This distribution may make it easier to identify potential staffing gaps within the organization or find roles or processes that no longer support the success of the organization. Strategic workforce planning focuses on broader issues within the organization, and it helps ensure the workforce aligns with the organization's overall objectives and long-term vision and goals properly. It may involve planning for goals that require months or years and involve all aspects of the organization. Components of strategic workforce planning include evaluating the current talent as employees leave the organization, anticipating future talent needs, estimating potential barriers to hiring and developing and implementing an effective strategy for analyzing the workforce. Advantages of human resource planning The following are the reasons why human resource planning is very important in business organizations: An organization’s most valuable asset is its human resources, which is the reason why it is imperative to train and develop this asset in order that they can help the organization in achieving its goals and objectives. Human resource planning allows for a proactive approach to dealing with certain issues the crop up suddenly as the business operates. This is so because the staff are effectively trained to deal with any Human resource planning prevents a business or organization from experiencing certain things such as manpower shortages or surpluses. Disadvantages of human resource planning Although human resource planning comes with so many advantages, it can also have some disadvantages, which sometimes prevent some organizations from engaging in it. Some of the disadvantages associated with human resource planning include the following: Human resource planning can be quite expensive for some organizations to engage in. The sheer cost involved in HR planning can be quite unbearable for some organizations – especially the cash-strapped businesses. In addition to money, businesses also invest a great deal of time towards human resource planning. Sometimes companies simply do not have the amount of time or money needed to be invested into human resource planning. Another disadvantage of human resource planning is that the time and effort used in retraining employees could have been used by the employees to offer services or produce more goods. In the short run, human resource planning can sometimes be unproductive. This however, is not the case in the long run. The risk of too much planning is another issue that sometimes plagues human resource planning. Too much planning comes about when planning is done so excessively it becomes counterproductive to the company or organization.

QUESTION 2- 850 WORDS A PROCESS VIEW: FOUR STEPS TO WORKFORCE PLANNING The process for workforce planning can be categorised in four steps as shown below. 1. Define business objectives As a starting point it is essential for business objectives to be articulated in order to provide clarity to the workforce planning process. This can be done in the form of a strategy, a vision, mission and goals at a top level and then broken down further to obtain additional detail at division and business function level. It is then possible to develop a strategic people plan which aligns with these objectives. In addition, by extending the objective identification to divisional level it’s also possible to pick up on any incongruencies and establish if any sub-narratives and plans exist at idea conception or proposal stage that may impact on the overall direction of the business and workforce planning requirements. When objectives are identified it is then possible to determine what core competencies and skills will be required in which areas in order to support the growth of the business and drive it forwards. Other important factors that may arise from this process are likely to link to issues surrounding location, mode of operation and projected increases or decreases in volume of work. For this reason, defining business objectives is an essential first step in workforce planning and one that should be invested in to ensure any plans created are of the highest quality and will be an accurate tool essential to support business growth. 2. Evaluate the current workforce The second step involves ensuring that you have an accurate picture of the current workforce and trends within the organisation. This enables you to evaluate the gap between the future requirements of the business and the current reality. From this it is then possible to establish an effective gap-closing strategy. In order for this process to be effective it is essential for the HR professionals who are conducting this activity to have access to robust data and analytics concerning the current workforce. 3. Establish future requirements and identify any gaps The data relating to the current workforce can be evaluated against the future business requirements identified from the business objectives in step 1. This should be worked through on a division- by- division basis and then a holistic top-level summary mapped for the organisation. This gap analysis should include predicted areas of skills shortage, areas where headcount is predicted to reduce, labour turnover rates, succession planning predictions, talent acquisition metrics predicting time to hire and cost per hire, and correlation of activity with business objectives. 4. Establish a plan to address gaps An effective plan to close the gaps should be an essential part of any HR strategy, as this is key to increasing the capability, capacity and productivity of the workforce. It is possible to get some measure of this through utilising predictive analytics and deploying forecasting techniques, but the plan should be worked through in collaboration with key stakeholders and verified by the senior leadership team. The plan should identify which areas need to be addressed in which priority order in order to best support the business objectives. The strategy should include measures to recruit and retain the best-quality employees for the business and then also ensure that the processes and operational structure of the

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business are such that they then enable those individuals to deliver great work and operate at peak performance levels. OPM’s Workforce Planning Model Workforce planning is the systematic process for identifying and addressing the gaps between the workforce of today and the human capital needs of tomorrow. OPM developed a five-step workforce planning model. This model serves as a useful starting point for understanding the elements involved in workforce planning. The information that follows includes a graphic representation of this model and brief descriptions of each of its five steps. Step 1: Set Strategic Direction This step involves linking the workforce planning process with the agency’s strategic plan, annual performance/business plan, and work activities required to carry out the goals and objectives of the strategic plan (long term) and performance plan (short term). Step 2: Analyze Workforce, Identify Skill Gaps, and Conduct Workforce Analysis This step involves:  Determining what the current workforce resources are and how they will evolve over time through turnover, etc.  Developing specifications for the kinds, numbers, and location of workers and managers needed to accomplish the agency’s strategic requirements.  Determining what gaps exist between the current and projected workforce needs. Step 3: Develop Action Plan This step involves the identification of strategies to close gaps, plans to implement the strategies, and measures for assessing strategic progress. These strategies could include such things as recruiting,

training/retraining, restructuring organizations, contracting out, succession planning, technological enhancements, etc. Step 4: Implement Action Plan This step involves ensuring that human and fiscal resources are in place, roles are understood, and the necessary communication, marketing, and coordination is occurring to execute the plan and achieve the strategic objectives. Step 5: Monitor, Evaluate, and Revise. This step involves monitoring progress against milestones, assessing for continuous improvement purposes, and adjusting the plan to make course corrections and to address new workforce issues Planning process at British Airways: >Strategic plans: General plans outlining priorities and actions needed to improve the strategic goals of an organisation. For an instance the BA had set up a strategic plan which is assumed to achieve the long term customer loyalty through customer satisfaction providing excellent customer service. >Tactical plans: Tactical plans aimed at achieving tactical goals and implementing parts of strategic plan. BA had planned a set of training programmes to train up their staffs. >Operational plans: Plans that focus on implementing the tactical plans in day to day procedures in the organisation. Each and every training programme at BA was dealt step by step successfully. >Forecasting: The HRM at BA anticipated the training requirements for future corporate needs. It also forecast about a number of business developments considering some crucial factors such as Brand management, International competition, Joint ventures issues and so on. Though BA had implemented all of its plans successfully, the contingency plan, ratio analysis and trend analysis- nothing of these were taken into consideration during the HR planning which indicates BA's HR planning limitation. QUESTION 3 – 800 WORDS External Factors There are many external and internal factors that can affect Human Resource Planning and that any organisation should be aware of. The main external factors that affect British airways are political, economic, technological and social. The airline industry is highly affected by political factors. British Airways’ business operation and decisions are influenced by regulations and policies. Regulations can be such as routes that an airline chooses to fly, the business partners the airline works with, the airport slots it uses as well as the fare it sets and the infrastructure costs it pays. Safety and security is another area that is highly regulated by governments. British Airways is engaging with different governing bodies such as European Union and national government to ensure safety and security while causing minimal inconvenience to customers.

The airline business is highly sensitive to any economic downturn. There are a number of factors that affected the business of British Airways. For example, prices increases in oil and commodities. Consumer and business confidence on airlines declined because of rising unemployment, uncertainty in the capital markets, the erosion of household budgets and falling house prices. Therefore the customers are likely to cut its costs on holiday and airline tickets which means lower profits for the company. Social factors that affecting HR planning need to be taken in an account by British Airways. Nowadays passengers are choosing trusted airlines, First of all the fall in the economy is also pushing customers to seek for lower prices. With the developing of Internet and other technological advances it is easier for the customers to choose among different airlines and even get personal recommendations online, therefore the customers became less loyal. As every other company nowadays British Airways is also affected by technological factors. Maintaining a corporate website which handles customer queries and reservations is a new requirement for the airlines. British Airways has managed with this task and also the company keeps regularly up to dated with its competitors and technology world. Making customers experience more easier and faster British Airways also uses online self check in and self check in machines at the airports which makes the process much easier for its customers. Like many organizations today, British Airways face several environmental issues such as climate change. Governments and policy makers are now creating regulations and policies that will require airlines to curb emissions growth. All airlines have to meet a comprehensive range of local, national and international environmental regulations As well as there is a number of external factors affecting HR Planning, there are also internal policies and procedures impact HR activities. For example, if the company is committed to promoting from within, HR must ensure employees receive appropriate training and development to be ready for promotion when the time comes. HR should monitor the number of employees eligible for retirement and ensure potential replacements or other staff members are trained to avoid a sudden departure of business Internal Factors Human resources works with the management across functions to understand their needs. It’s a critical role for the smooth functioning of all departments. Here are some internal factors affecting human resource planning: RECRUITMENT NEEDS The key internal factors affecting workforce planning are the recruitment needs of various departments. One of the factors affecting HRP is the workforce planning to fill vacant positions. Recruitment is a process at BA that identifies and invites applicants to apply for vacant positions. BUDGET Effective workforce planning requires resources, money and time and many other resources for functioning. Besides this, all pay packages for hires must also fit into the available resources. Increments are also affected by budgetary constraints. TRAINING NEEDS

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HR’s role doesn’t end with recruitment. One of the significant internal factors affecting human resource planning is whether the staff needs upskilling or reskilling. It’s not enough to hire someone who has adequate skills to do their job well. Managers also ensure employees receive adequate on-the-job training. WORK ENVIRONMENT A pleasant work environment is another factor for HR managers at BA needs to consider. Employees want to be part of a team that’s committed to a common goal and where they enjoy the respect of co- workers and management. If an employee isn’t happy, they may leave to work elsewhere. RETRENCHMENT From time to time, BA will need to let people go. These may be underperformers, or perhaps they’re employees who’d been hired for a specific project or location that’s shutting down. It falls to HR to see them through this difficult time. These are the main internal factors affecting human resource planning. But the job of an HR manager doesn’t end there. Let’s consider the other factors at play. CONCLUTION – 300 WORDS Effective HR planning is paramount for the development of organizations’ human capital. At the same time, the success of many HR activities relies on effective collaboration. When performing a wide range of those activities, starting from the formulation of recruitment objectives and ending with career development and employee retention, HR teams should work together with multiple organizational stakeholders. Individual employees and managers from various company units can make important contributions to HR planning. They can help an HR team in hiring the best workers at the lowest possible cost and improving the workforce development strategies. RECCOMANDATION New roles emerge as technology evolves. HR professionals need to know if different skills are becoming critical for existing positions, how jobs are changing and which entirely new professions are emerging. With a combination of current, historical and predictive data, employers can see which abilities are in high demand and how that may shift over time. If a critical talent segment is in short supply or is more costly in certain locations, that information can help shape your planning, along with the company’s existing business strategy, operational plans and real estate inventory. The key to minimizing talent gaps is to be prepared—and not to just react to unanticipated shortages. Align business strategies with external and internal factors. For example, consider how your current strategy aligns with economic changes (i.e., external factors) and the expectation of a high return on investment in the case of training and development costs (i.e., internal factors). Ensure company talent strategy also aligns with the company's overall plan. The main and essential key to managing a provocative workforce is to streamline the strategies of the talent management

process alongside the overall company strategy. Ultimately, the aptitude of training, developing and then retaining the employees depends upon the success of the business operations.

MHR sample

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