LINKS BETWEEN ORGANIZATIONAL PLANNING, HR PLANNING AND HRD

ORGANIZATIONAL PLANNING
An organizational plan is basically a to do list for an organization. It lists out the plan organization. of work, programs, and organizational growth over a period of time - six months, a year, a five years. They can be pretty simple years. to create and use. Writing a plan can just use. mean getting a clear list of the types of work that need to be done, the tasks involved, who is responsible for them, and when theyll be done. Below is an outline of done. the steps for creating an organizational plan. plan.

HUMAN RESOURCE PLANNING



Rigorous HR planning links people management to the organization's mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A resources. key goal of HR planning is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost. cost.

LINK BETWEEN ORGANZATIONAL PLANNING AND HR PLANNING

Unlike many years ago, today the business organizations are under immense pressure because of the umpredictable, turbulent and competitive environment. If the businesses are environment. to keep up with the ever increasing competition, then they obviously have to manage their resources effectively. Managing the resources effectively. have to be done with careful consideration. consideration. Managing the human aspect of the organization is very vital as the the success of the entire organization depends on it's workforce. workforce.

In other words, managing the workforce in an organization is indeed not an easy task as people basically have different feelings, aspirations thoughts and needs. However, when it comes to managing the human resources effectively, it is rather important to plan how to utilize the humen resources better, in order to get the most out of the workforce, while fulfillling their needs. This is where the human resource planning comes into action thsu taking into consideration both the orgainzation and the employees.

Human resources planning is the process by which the management ensures that the right number of people with the right skills are available at the right time, in the right job, in order to help the organization achieve it's objectives. In other words, human resource planning is all about finding out in advance how many workers are needed to perform the tasks, how many employees with the required skills are avilable within and outside the organization and how is it possible to fulfil the staffing needs of the organization when needed.

today, with the increasing nature of environmental stability, changes in technology and the ever increasing competition, the nature of human resource planning has changed thus focusing on both the short term and the long term labour needs of the organizations. In other words, they not only plan the workforce for the current situation, but also for the many years ahead. If not, then the organizations that do not plan for the future have not much of opportunities to survive the increasing competition.

Having said that, in order to utilize the human resources effcetively, the human resources planners basically have to forecast the organizations workforce needs first, and then come out with a plan which will direct them how to fulfil those needs. In other means, if the human resource planners are to provide the right number of people with the right skills in order to perform the tasks at the right time, then they obviously have to gather information, came up with objectives and make decisions.

When it comes to human resource planning, there are three main key areas that have to be addressed by the human resource planners. These includes finding out the demand for labour, performing a supply analysis and balancing both the demand and the supply of labour in the organization. If we go into see each of the key areas in more detail, first of all the human resource planning begins with understanding the corporate strategy and objectives of the organization.

In other means, if they are to decide on how many employees are needed with the right skiils, then they have to know where the organization is heading . With knowing nothing about where the organization wants to go, and how they want to achieve it's corporate strategy, it is no point coming up with plans regarding the workforce. This is because the number and types of employees needed basically depends on what the organization wants to achieve. Only once they have an insight to the strategies and objectives of the organization, then they are able to forecast the demand for labour needed by the organization both in the short term as well as the long term.

Once the human resource planners have an through knowledge of how many employees are needed in the organization with the required skiils, then next what they do is to take a count of the current workforce in the organization. In other words an inventory of course, to find out how many employees are currently available in the organization and the skills and knowledge of the employees, inaddition to their profile facts such as age , sex , and where theycome from etc. This basically provides the human resource planners with with an insight to what types of skills are available immediately, which will in turn help them to decide what needs to be done next.

it should be said that human resource planning is vital for any organization whether big or small. This is because, it does affect the entire organization by way of preparing the workforce to achieve its objectives. If the organizations are to face the challenges in the future, it is of course the human resource planning that paves the way for the organization to utilize the workforce effectively and efficiently. If not for human resource planning, the organizations will be un prepared to face the on going competition. Hence so, it should be said that orgainzations survival amaong the competitors mainly depends on how well the organizations human resource planning is.

The "more precise" description is HR Planning will act as catalyst agents to the Organization Performance, its mean that if performance of HR Planning in an organization is not good, then Organization Performance will be more difficult to achieve it. it. The trick is to ensure that the HR plan links to the organization's strategic plan. Tim plan. Shurtleff (1998) suggests in Workforce that 1998) the model for linking HR to planning is based on the premise that HR effectiveness is the foundation for organizational success, and that companies that plan for the personal growth and fulfillment of their workers will more easily reach their business goals. goals.

The steps in the plan include defining the corporate mission and direction; determining direction; the kinds of workers needed; and matching needed; HR plans with strategic objectives in areas that include recruitment and hiring, training and development, and performance and reward (Shurtleff, 1998, 70). 1998, 70) Constructing an HR plan also involves integrate the plan with current and pending legislation. legislation. Gillian Flynn (1997) suggests in 1997) Workforce that HR Managers need to understand legislation on a local, state, and national level that impacts the HR function. function. HR Managers should update and revise company policies based on changing employment laws (Flynn, 1997, 159). 1C. 1997, 159)

The development of strategies for matching the size and skills of the workforce to organizational needs. needs. Human resource planning assists organizations to recruit, retain, and optimize the deployment of the personnel needed to meet business objectives and to respond to changes in the external environment. environment. The process involves carrying out a skills analysis of the existing workforce, carrying out manpower forecasting, and taking action to ensure that supply meets demand. demand. This may include the development of training and retraining strategies

HUMAN RESOURCES DEVELOPMENT



Human Resources Development is a framework for the expansion of human capital within an organization. Human organization. Resources Development is a combination of Training and Education that ensures the continual improvement and growth of both the individual and the organization. Adam organization. Smith states, The capacities of individuals depended on their access to education. education.

Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, succession planning, key employee identification, tuition assistance, and organization development. development.

The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers.

EMPOWERMENT


The term Human Empowerment covers a vast landscape of meanings, interpretations, definitions and disciplines ranging from psychology and philosophy to the highly commercialized Self-Help Selfindustry and Motivational sciences. sciences.

Employee empowerment is a strategy and philosophy that enables employees to make decisions about their jobs. Employee empowerment helps employees own their work and take responsibility for their results. Employee empowerment helps employees serve customers at the level of the organization where the customer interface exists.

Top 10 Principles of Employee Empowerment

Demonstrate You Value People Your regard for people shines through in all of your actions and words. Your facial expression, your body language, and your words express what you are thinking about the people who report to you. Your goal is to demonstrate your appreciation for each person's unique value. No matter how an employee is performing on their current task, your value for the employee as a human being should never falter and always be visible.

Share Leadership Vision Help people feel that they are part of something bigger than themselves and their individual job. Do this by making sure they know and have access to the organization's overall mission, vision, and strategic plans.

Share Goals and Direction Share the most important goals and direction for your group. Where possible, either make progress on goals measurable and observable, or ascertain that you have shared your picture of a positive outcome with the people responsible for accomplishing the results.

Trust People Trust the intentions of people to do the right thing, make the right decision, and make choices that, while maybe not exactly what you would decide, still work.

Provide Information for Decision Making Make certain that you have given people, or made sure that they have access to, all of the information they need to make thoughtful decisions.

Delegate Authority and Impact Opportunities, Not Just More Work Don't just delegate the drudge work; delegate some of the fun stuff, too. You know, delegate the important meetings, the committee memberships that influence product development and decision making, and the projects that people and customers notice. The employee will grow and develop new skills. Your plate will be less full so you can concentrate on contribution. Your reporting staff will gratefully shine - and so will you.

Provide Frequent Feedback Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition. People deserve your constructive feedback, too, so they can continue to develop their knowledge and skills.

Solve Problems: Don't Pinpoint Problem People When a problem occurs, ask what is wrong with the work system that caused the people to fail, not what is wrong with the people. Worst case response to problems? Seek to identify and punish the guilty.

Listen to Learn and Ask Questions to Provide Guidance Provide a space in which people will communicate by listening to them and asking them questions. Guide by asking questions, not by telling grown up people what to do. People generally know the right answers if they have the opportunity to produce them. When an employee brings you a problem to solve, ask, "what do you think you should do to solve this problem?" Or, ask, "what action steps do you recommend?" Employees can demonstrate what they know and grow in the process.

Help Employees Feel Rewarded and Recognized for Empowered Behavior When employees feel under-compensated, underunderunder-titled for the responsibilities they take on, underunder-noticed, under-praised, and underunderunderappreciated, don t expect results from employee empowerment. The basic needs of employees must feel met for employees to give you their discretionary energy, that extra effort that people voluntarily invest in work.

Organisation Mirroring
It monitors the activities of group of members and gets the feedback from the members of several other groups about how is it being professed. Organisational mirroring is used when there is complexity with other department in the organisation. A meeting is called and response is sought from other department. During the meeting the correct picture emerges which will determine many mistakes committed between two groups.