All human resource planning has to be centered around a certain set of principles and actions. Usually, a third party human resource consultant or employment agency plays a vital role in planning the fundamental necessities for human resource.
- There needs to be a defined time span for the plan. A general human resource plan is often produced to cover a period of several years in order to mitigate the problems of forecasting variables that are imponderable. An example of a rolling plan is where a four year period of general forecasting is conducted and then in the first year of the next plan, human resources reviews and makes revisions for the next three years.
- Details need to be established for the strategy. For bigger organizations, it may be necessary to have individual human resource plans and predictions for subsidiary units and functions. However, a smaller organization could get away with having only one human resource plan for their employees. Also, if there is a need, special provisions for recruitment or training in the future will be necessary in human resource planning if there is a need for a certain set of skills or jobs.
- Human resource planning has to be in line with the most in-depth and precise information that’s possible. Such private information is important in any case for the effective management of the business. Details of format and contents will naturally change, but they’ll typically should include details of age, sex, qualifications and experience and of tendencies likely to effect future forecasts, such as job wastage, costs in occupations, salaries, etc. Independent of the routine set of data for employees records, special analyses may occasionally be essential to provide particular information.
- Human Resource Planning has to be integrated into the other aspects of the organizations strategy and preparation.
- Senior management must provide a lead in stressing its value throughout the organization.
- In larger organizations a central human resource planning unit accountable to senior management must be established. The main goals of this are to co ordinate and accommodate the demands for human resources from different departments, to standardize and supervise departmental assessments of requirements and also to produce a complete organizational strategy. In practice, the Human Resource and Development department would normally play a leading part in the task. In smaller organizations these obligations would probably be completed by a senior supervisor or even the managing director.