- Measure of success
Human resources planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resources planning should serve as a link between human resources management and the overall strategic plan of an organization (Goldberg, 201). Right number of people with right skills at right place at right time to implement organizational strategies in order to achieve organizational objectives, in light of the organization’s objectives, corporate and business level strategies, HRP is the process of analyzing an organization’s human resource needs and developing plans, policies, and systems to satisfy those needs, setting human resource objectives and deciding how to meet them, Ensuring HR resource supply meets human resource demands, interfacing with strategic planning and scanning the environment, taking an inventory of the company’s current human resources, forecasting demand for human resources, forecasting the supply of HR from within the organization and in the external labor market, comparing forecasts of demand and supply, planning the actions needed to deal with anticipated shortage or overages, feeding back such information into the strategic planning process, designed to insure consistency between organization’s strategic planning process and HRP, HR programs are designed around what organizational objectives and strategies require in terms of human resource goals (Gorman, 2008).
How many people need to be working and in what jobs to implement organizational strategies and attain organizational objectives, Involves forecasting HR needs based on organizational objectives, involves consideration of alternative ways of organizing jobs (job design, organizational design or staffing jobs), Involves forecasting or predicting effect of various HR programs on employee flowing into, through and out various job classifications, First determine how well existing programs are doing then forecast what additional programs or combination of programs will do, Need to know capabilities of various programs and program combinations (Pollison, 2008).
Assessing employee skills like Leadership, Negotiation, Oral Communication, Oral Presentation, Performance Assessment, Performance Standards, Personal Motivation, Planning and Organization, Project Coordination, Responsibility, Self-Development Orientation, Setting Priorities, Strategic Direction, Tenacity, Team Building, Team Contribution, Technical Translation, Written Communication. Assessing employee skills can help you determine if your employees are in the roles best suited for them, and if any of them are ready to be promoted, or instead should be transferred to another department or position. Your employees will also benefit from an employee skill assessment, because they can use it as a learning tool to discover more about their strengths, weaknesses and goals (Kohn and Corrigan, 2007). Talk with the candidate at length to assess their ability to communicate. Ask questions and pay attention to how they answer as well as what they say. Give examples of social situations and ask how the person would handle each situation. You want to know how candidates would react in real-life situations that require good people skills (Sahlman, 2007). Ask the person to describe their social skills and describe how they have used them in the past. People with good social skills are usually good speakers and will be able to describe their abilities with ease. Assess present employees by watching them interact with others. Ask co workers to describe each other’s people skills and to criticize constructively Look at the candidates past behavior and previous jobs. People who continuously worked in social settings or as team leaders probably possess people skills. Ask for references and check with previous employers. Develop a questionnaire about people skills. Have the person rate each skill from one to five on a scale. You can tell if a person possesses such skills by their answers. Hand out a self-assessment in which the candidate rates themselves in various areas. Include sections like the following: organizational skills, coaching skills, listening skills and communication skills (Atkins and Murphy, 2003).
Development is a process of expanding, shaping and improving skills, knowledge and interests to improve your abilities and effectiveness. This can involve developing skills and knowledge that will enable you to move ahead to the next stage in your career but also to expand your breadth of skills and knowledge so that you become more expert in your current post or even to develop a new skill outside work e.g. playing a sport (Bass and Avolio, 2010). To address a development need effectively it is necessary to (Contino, 2008): Define what you want to achieve and set yourself a goal(s). Plan the actions you need to undertake to achieve that goal manager should write a personal development plan (PDP) to outline the actions you are going to undertake to achieve your goal. Evaluate your development to assess how close you are to your goal and to examine if further action needs to be taken to achieve your goal (Brunt, 2006).
Managers struggle with three things
1. Time commitments,
2. Training and know how
3. Tools and support
Employees struggle with three things
1. Time commitments,
2. Training and know how
3. Tools and managerial support
With all the process of Personal development plan
All are very helpful while in an employee development plan.
Organization provide us all the resources like
Check and balance
It varies situation to situation that who will initiate the PDP. But most time management take initiate and they feel that the performance of that employee is not satisfied, they feel some lack of skills and abilities, that is why they offer the trainings, workshops, etc. and some time employee is looking for next level position and he feel some sort of extra qualification, some sort of skills and trainings for career growth, so he initiate his own personal development plan (Emden, 2008).