Human Resource Planning

Human Resource Planning or Manpower planning as it is also called forms the basis of
implementation of all the other managerial functions organizing, directing and controlling. It is
broadly divided into two phases analyzing the current workforce of the organization, and
fulfilling the future manpower needs of the organization, that are identified after the previous
step. Manpower planning is very important in an industrial setting, where demand patterns and
hence manpower needs keep changing. In other settings, the need for man power planning stems
from strategic decisions made as per the current business needs.
Analyzing the current workforce involves getting a handle on the current performance of the
workforce within the framework of the goals of the organization. This helps you identify the
gaps in the talent within the organization that prevent it from achieving its current or future
goals.
To be able to analyze the current workforce,

the current organizational structure

distribution of responsibilities across various jobs
competency mapping from individuals to jobs
results expected from each job, division etc.

are some of the broad areas which have to be understood. Based on this understanding, further
analysis as to whether the existing talent pool, processes are sufficient to achieve the
organizational goals, both long term and short term, has to be done.
Armed with insights from this analysis, talent needs across the organization are identified. These
needs might demand different responses

the current talent pool matches the competencies required, but goals are not met
redesigning jobs
the talent pool is insufficient as per the required competencies recruiting from outside
the competencies previously sufficient, are no longer enough for the organizational
success creating new jobs

These are just a few scenarios of the myriad variations that are possible. But one common feature
of most of the appropriate measures is to write or rewrite the job descriptions of many critical
jobs.
More often than not, succession planning becomes an integral part of HR planning, in that at
senior levels when voluntary attrition happens out of the blue, the organization would be well
served to be prepared by having a succession program in place.

Job Description and Job Specification

Both JD and JS can be traced to the job analysis that has to be undertaken as part of Manpower
Planning. Since both of them are intended as an aid to attract the right talent, they have to be as
specific as possible.
Job Description serves the purpose of informing interested candidates, who more often than not
are the right candidates. It helps in clarifying the different work-relationships as part of the job,
roles and responsibilities that the job entails, the typical conditions under which the job has to be
performed. Notice that, all of these, talk about the job from the job point of view and not from a
candidates point of view.
The Job Specification takes care of this. It mentions all the functional and behavioral
competencies that are required to perform the job, in all its roles and duties as enumerated in the
JD. These competencies are usually measured using proxies like experience in a relevant role,
academic qualifications.

We will attempt to create a JD for a middle level HR manager of an organization, which has
recently held a strategic review and wishes to improve its existing talent pool. The starting point
for such a change has to be from the HR Department.

Role: Manager HR
Reports to: Senior Manager - HR
Job Purpose:
Recruitment, Onboarding, Training, Designing and Implementing Pay Policy, Employee
Wellness, Performance Appraisal