On management, today HRM is regularly the

On this essay I am going to be explaining the different
elements and requirements for a workforce. In the whole of an organisation one
needs to consider what different elements in them entails. HRM today, has taken
what used to be called Personal management,
today HRM is regularly the human relationship approach to managing people founded
by MAYO
who conducted the HAWTHORNE STUDIES, where its
related to job satisfaction where output is visible when respected by
colleagues from a hierarchy position.

First of all, an organisation needs to know how many people
and what sort of people they need to meet present and future requirements i.e.
the function of the workforce.

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Our aim is to show how workforce planning, aim and issues
involved revolves around business planning. Firstly we need to consider
optimising the use of resources making them more successful accurately &
nurturing the skills that take time to develop and establish peoples
requirement categories & skills. ROTHWELL 1995-94 showed the
difference between HR planning this is to serve as an indicator of a likely
match or mismatch of the supply and demand for the right number of  people with appropriate skills, where HR
planning is the soft sense to alert the organisation to the implications of the
business strategy now we can consider other issues such as,

1.       Successful planning

2.       Flexible working

3.       Demand and supply forecast

4.       Skills and gap analysis

5.       Talent organisation

Soft
skills & hard skills

Both hard and soft skills are essentials to
the success a organisation, i.e. such as face to face interaction with
customers whereas soft skills are being hunted more by organisations because
its essentials are becoming more recognised. Soft skills is a team, involving a
person’s emotional intelligence quotient or EQ i.e. cluster of communicational,
personal traits, language optimism & friendliness  which 
the relationship with other i.e.

1. solid work ethic

2. positive attitude

3. flexibility

4. time management (Deadlines)

5. good communication skills

6. team leader

7. problem solving and analytical skills

8. self confident

9. able to accept constructive criticism and
work well under pressure. An example of soft skills would be where the salesman
attracts the customers attention and communication skilss and also that he
shows concern for the customer needs and the product in question.

Before the internal and external factor, the reason for
planning the workforce needs to be emphasised.

1.      
Planning for substances reasons

2.      
Planning to process benefits to face the future challenges
to ensure that a long-term drive though it is not driven out by a short-term
focus. Which will also reflect the communication skills linking to the business
plan. We need to consider the impact of the change and try to predict the
future such as deal with it by looking at the deficit and surplus of people as
they wise. However this will not work well if business plans are versatile,
vague, misleading or non-existence. Quoted by Beardwell  (2007), there it reveals a competitive
environment for changeability.

 

 

Misleading of which we can say that firms
can adjust to their practices so frequently to estimate the demand for talent,
could get worse as it goes. Capelli  (2009)

 

Workforce planning was implemented by CIPD
2010 workforce.

Planning is one process of human resource
management that is shaped by the organisations strategy to ensure that the
right number of people with the right set of skills are in the right place at
the right time.

Also, to consider how the organisation
function i.e.

Org culture, org climate, org processes,
Individual difficulties and finally judgement of personality.

 

The internal and external factors
to consider will resolve around data collection reflecting –

a)      
quantitive internal data workforce data
unturnover also absence, demographics and skills audit.

b)     
information on product market

c)      
quantative external data  this revolves around the labour market
demographics, and also the skills availabilty

d)     
“PESTLE” this analysis factors such as political
economical, social technoly, legal ad environmental issues

 

These bullet points brings all the information together for the business
plan the activity forecast, scenarios and internal and external data to provide
the basis for demand and supply forecast.

In discussing the internal and external factors within the organisation,
as part of its function from the day to day running of the business HR
departments is to maintain adequate staffing and the availability of these,
suitability skills, the availability to recruit such candidates especially if
the same skills set are in demand threshold the whole i.e. geographical factor
or locations, as it may need to focus on recruitment methods outside the
region, if the labour is not large enough. Also the introduction of government
workplaces in an organisation is an external factor reason that it requires
human resources to be in compliance with government regulations, as these
regulations will affect how you go about taking on people, training ,
compensation, disciplinary procedure which could in a lawsuit be an internal
factor. Also to be considered will be the rate of the companies rate of current
and project growth which revolves around problems with recruiting and staffing
the workforce.

 

quantitive  external data i.e.

a)      
labour market

b)     
demos graphics

c)      
skills availability

d)     
analysis to bring them all together for a
business plan.

 

the following needs to be considered when considering how the workforce
works effectively, efficiently and productively and progressively within the
the organisation. These can be planned on short time and flexible to ensure a
successful productive organisation with its workforce at its peak. To ensure
success of implementation of a strong and effective workforce in an organisation
other factors need to be considered for an effective organisation

Workforce such as

 

a)      
supply correctly

b)     
action plan

c)      
implementation

d)     
monitoring and evaluation

e)     
business plan

f)       
forecast activity levels

g)      
scenario planning

h)     
data collection

i)       
analysis

j)       
business forecast

k)      
supply forecast

l)       
forecast of future requirements

m)   
action planning implementation

n)     
monitoring and evaluation process and conclusion