Professional Documents
Culture Documents
The primary function of Personnel planning is to analyze and evaluate the human
resources available in the organization, and to determine how to obtain the kinds of
personnel needed to staff positions ranging from assembly line workers to chief
executives. Smaller companies put Personnel planning in the human resource or
personnel department. Some of the largest corporations have established separate
departments for this function.
Its purposes also include avoiding worker and skills shortages, stopping the profit-
eroding effects of being over- or understaffed, preparing succession plans and
shaping the optimum future work force by hiring the right managers, technical
specialists and skilled workers in appropriate numbers.
8. Technological changes.
Companies with fewer than 100 employees usually assign the Personnel planning
function as an additional duty to a specific executive, such as general manager,
production manager or the personnel manager. Large companies employ a
Personnel-planning specialist and may create a separate department for the
function.
The position of the planner is not as important as the qualifications of the
individual. The task is advisory and investigative. Whoever runs the planning
operation is a staff rather than line person and will not issue direct orders to other
managers.
From the employment application form, the Personnel planner can compile certain
information such as:
For each group of employees, gather as much information in your skills inventory
as possible. Some companies supplement the information gathered from the
employment application by asking employees to fill out comprehensive personal
history files after they've been on the job for awhile. Add new items as they seem
necessary. Be sure to keep the inventory up-to-date as changes are made. And in
all cases maintain only that information permitted by federal and state law.
WHAT ARE THE STEPS TO DEVELOP HUMAN RESOURCE DATA FOR FUTURE
PERSONNEL NEEDS?
Large companies use their central data processing systems to store human
resource data and write programs to accomplish tasks the Personnel planner
desires. Among the data processing capabilities the planner should have are
abilities to sort data relating to the length of service, pay grade, educational level,
disciplinary background, marital status, and number of dependents. Other
classifications are possible, especially when the data is gathered and stored by
computer. The Human Resources Data Sequence Checklist (7-01) graphically
depicts the data gathering and organization sequence.
Most planners do not need the precise designations of an occupational code that
the government has devised, though you can use such a system if available.
Usually, a simple alphabetical list of skills will serve the purpose of listing individuals
with the same qualifications under one heading.
- Assembler, electrical
- Assembler, mechanical
- Machinist
List the names of each person possessing a skill on the appropriate skill card, or
store on a computer. List those with combinations of skills, too.
Plans to reduce turnover are an important part of a Personnel planner's job. The
success in the task of reducing turnover goes a long way to insuring that a company
has the right number of persons with the right skills to fulfill the company's needs
and make it a successful organization.
Age is also a factor in turnover. Older employees tend to be more stable than
young workers. Overqualified employees are very unstable and entry level workers
are likely to quit soon after they are hired.
Among executives, a high turnover rate among the younger ones often indicates
that something is wrong with the way the company manages its career
advancements. Personnel planners should bring these matters to the attention of
top management with recommendations for corrective actions.
When planners examine company records, they should learn whether the
introduction of new machines, methods or materials have altered the numbers of
people with certain skills. Such information is important for forecasting future
requirements.
As planners uncover such changes and trends, they can concentrate on the new
skills needed and no longer consider those that are not. Turnover figures also affect
training programs. The planner examines them to find out how well or poorly such
programs are serving the company's objectives.
The Personnel planner usually has a distinct advantage over other managers and
executives when it comes to career matters. It is essential for successful execution
of the job that the planner be very clear and up-to-date about the organization's
objectives.
The planner, though, knows what sort of person should be in a specific job, or as a
backup for a specific person. Through skillful career guidance, the planner has the
leverage to encourage supervisors and managers to prepare for advancement.
HOW DOES THE PERSONNEL PLANNER ESTIMATE THE NUMBERS OF PEOPLE AND
THE SKILLS THE COMPANY WILL NEED?
The names above each job title are the incumbents. The names below the line
are the prospective successors. A more complete chart would extend further to
show the succession at more levels, especially in a large company. To be useful,
the succession chart must be kept up-to-date.
Rapid advances in technology cause serious mismatches between the jobs that
are available and the number of people with the necessary skills to fill those jobs.
In addition, rising levels of education have brought with them rising expectations
among employees at all levels. As a result, some workers will not accept training or
positions that they believe are not beneficial to their careers.
By analyzing tasks, the Personnel planner often finds that a company is not
achieving maximum efficiency in its use of a certain type of talent. Some jobs are
held by individuals who have more advanced skills or training than is needed.
Sometimes the task can be done by a lower-level worker, rather than, say, a
university educated employee. The planner should bring this situation to the
attention of managers who have the authority to make the necessary changes and
thus relieve what seems to be a skills shortage.
Another approach which the planner might use would be to redesign jobs.
Reducing boredom and monotony, and increasing comfort, often increases
productivity. As a result, positions for which skills are in short supply may not
require more personnel, as more productive and skilled individuals produce more.
The planner must monitor the system on a continuing basis to ensure that it gets
results. Your Personnel planner will benefit from clearly expressed interest in the
program from top management. Such recognition gains cooperation throughout the
organization.
Whatever actions are taken in Personnel planning that affect the skills or
experiences of workers, office employees, supervisors or managers, must be
recorded. All such data must be made part of each individual's personnel record.
They must also be entered on the planner's skills inventory. Only when this is done
can the planner know the nature and number of personnel and skills available.
Regular reports from department heads play a part in administering the Personnel
planning program. Information the Personnel planner should receive on a regular
basis includes:
- Absentee rate
- Turnover rate
- Hard-to-fill jobs
Monitoring the program allows the Personnel planner to compare what was
planned with what is actually happening. Thus, monitoring provides an important
form of administrative control.