The paper "The Need of Human Resource Planning in Achievement of Business Strategy" is a perfect example of business coursework. Human resource planning (HRP) refers to the process of organizational analysis of the needs of human resource in regard to developing adequate plans, systems and policies so as to satisfy the fundamental needs of organizational growth. It should essentially be in tandem with the strategic mission and goals of an organization. Effective management of the human resource in business organisations is a skill that calls for constant and continuous planning as well as development.
Human resource planning is therefore concerned with the maximum achievement of organisational objectives and goals through proper management of human capital. Lunenburg and Ornstein (2011) showed that management of the human resource is characterised by numerous strategies that call for democracy, a range of control and independence. It is in this aspect that human resource planning practices cannot in any way be reduced to a single set of operating and managerial guidelines that can essentially work for a range of business organisations. However, all human resource executives face more or less the same set of challenges in relation to the management of objectives, resources and time in order to make sure that task is accomplished and ideas implemented in good time.
The essay, therefore, discusses how human resource planning (HRP) can help an organization achieve its strategic business objectives as well as the need of undertaking human resource planning in the wake of numerous challenges and uncertainty in the modern business world. The Need for human resource planning in the achievement of business strategy Increased competition in the wake of globalization has profoundly transformed organisational human resource strategic planning as well as implementation from a more traditional sequential to a concurrent process.
Owing to the fundamental need of formulation and implementation of strategic plans, it is becoming clearer that the platform for synthesis of information and competence that all managers bring to brings in regard to a specific role essentially determine the ways of assessment and implementation of organisational structure and corporate strategy. In fact, structure and strategy follow people and that is the reason why there has been constant need of seeking instrumental managers whose competencies and perspectives are in perfect match with the future needs of an organization.
It has hence is emerging as a vital aspect in human resource strategic planning. According to Deb (2006), human resource managers in their planning needs should have full awareness of the critical need for the development of noble sets of skills in the wake of heightened business competition in the modern business world. If organisational change is not correctly handled, it can with no doubt be more devastating than imagined.
High managerial performance is reflected in the assessment, performance, action and discovery. It is well understood that a new shift on connecting the working ability of employees in any business organisation is paramount. Most human resource executives have a good knowledge of what should be done, but quite often falter in doing it. They mostly prefer to put themselves in the caliber of communicators as opposed to personnel managers, which results in inefficiency in utilisation of the available resources in relation to human resource planning practice and management theory literature.
The fundamental root of human resource planning problems is primarily found in implementation. They are required to professionally acquire skills on how to motivate the workforce in order to build a team characterised by efficiency.
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