Difference between human resource planning and human resource management?

Answer 1

Personnel management is concerned with the day to day overseeing of employee concerns like hiring and firing. Human resource management is concerned with long-term goals of the company's employee policies.

Answer 2

Human Resource Management

The paper discusses HRM rationale, history, key areas and practice, difference between hard and soft models, and their international tendencies. It concludes that models be based on the culture and demographic characteristics of the target organization.

http://www.associatedcontent.com/article/1860053/human_resource_management.html

Answer 3

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

Human Resource Management is also a strategic and comprehensive approach to managing people and the workplace culture and environment. Effective HRM enables employees to contribute effectively and productively to the overall company direction and the accomplishment of the organization's goals and objectives.

Human Resource Management is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways. The new role of HRM involves strategic direction and HRM metrics and measurements to demonstrate value.

On the other hand, human resource planning is the ongoing process of systematic planning to achieve optimum use of an organization's most valuable asset - its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding manpower shortages or surpluses. The three key elements of the HR planning process are forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply.

According to the investopedia, 'Human Resource Planning - HRP' The HR plan needs to be flexible enough to meet short-term staffing challenges, while adapting to changing conditions in the business and environment over the longer term. Human resource planning is also a continuous process.HRP entails the following; 1. Determining the numbers to be employed at a new location

If organisations overdo the size of their workforce it will carry surplus or underutilised staff. Alternatively, if the opposite misjudgement is made, staff may be overstretched, making it hard or impossible to meet production or service deadlines at the quality level expected. So the questions we ask are:

• How can output be improved your through understanding the interrelation between productivity, work organisation and technological development? What does this mean for staff numbers?
• What techniques can be used to establish workforce requirements?
• Have more flexible work arrangements been considered?
• How are the staff you need to be acquired?

The principles can be applied to any exercise to define workforce requirements, whether it be a business start-up, a relocation, or the opening of new factory or office.

2. Retaining your highly skilled staff

Issues about retention may not have been to the fore in recent years, but all it needs is for organisations to lose key staff to realise that an understanding of the pattern of resignation is needed. Thus organisations should:

• monitor the extent of resignation
• discover the reasons for it
• establish what it is costing the organisation
• compare loss rates with other similar organisations.

Without this understanding, management may be unaware of how many good quality staff are being lost. This will cost the organisation directly through the bill for separation, recruitment and induction, but also through a loss of long-term capability.

Having understood the nature and extent of resignation steps can be taken to rectify the situation. These may be relatively cheap and simple solutions once the reasons for the departure of employees have been identified. But it will depend on whether the problem is peculiar to your own organisation, and whether it is concentrated in particular groups (eg by age, gender, grade or skill).

3. Managing an effective downsizing programme

This is an all too common issue for managers. How is the workforce to be cut painlessly, while at the same time protecting the long-term interests of the organisation? A question made all the harder by the time pressures management is under, both because of business necessities and employee anxieties. HRP helps by considering:

• the sort of workforce envisaged at the end of the exercise
• the pros and cons of the different routes to get there
• how the nature and extent of wastage will change during the run-down
• the utility of retraining, redeployment and transfers
• what the appropriate recruitment levels might be.

Such an analysis can be presented to senior managers so that the cost benefit of various methods of reduction can be assessed, and the time taken to meet targets established.

If instead the CEO announces on day one that there will be no compulsory redundancies and voluntary severance is open to all staff, the danger is that an unbalanced workforce will result, reflecting the take-up of the severance offer. It is often difficult and expensive to replace lost quality and experience.

4. Where will the next generation of managers come from?

Many senior managers are troubled by this issue. They have seen traditional career paths disappear. They have had to bring in senior staff from elsewhere. But they recognise that while this may have dealt with a short-term skills shortage, it has not solved the longer term question of managerial supply: what sort, how many, and where will they come from? To address these questions you need to understand:

• the present career system (including patterns of promotion and movement, of recruitment and wastage)
• the characteristics of those who currently occupy senior positions
• The organisation's future supply of talent.

This then can be compared with future requirements, in number and type. These will of course be affected by internal structural changes and external business or political changes. Comparing your current supply to this revised demand will show surpluses and shortages which will allow you to take corrective action such as:

• recruiting to meet a shortage of those with senior management potential
• allowing faster promotion to fill immediate gaps
• developing cross functional transfers for high fliers
• hiring on fixed-term contracts to meet short-term skills/experience deficits
• Reducing staff numbers to remove blockages or forthcoming surpluses.

Thus appropriate recruitment, deployment and severance policies can be pursued to meet business needs. Otherwise processes are likely to be haphazard and inconsistent. The wrong sort of staff are engaged at the wrong time on the wrong contract. It is expensive and embarrassing to put such matters right.

How can HRP be applied?The report details the sort of approach companies might wish to take. Most organisations are likely to want HRP systems:

• which are responsive to change
• where assumptions can easily be modified
• that recognise organisational fluidity around skills
• that allow flexibility in supply to be included
• that are simple to understand and use
• which are not too time demanding.

To operate such systems organisations need:

• appropriate demand models
• good monitoring and corrective action processes
• comprehensive data about current employees and the external labour market
• an understanding how resourcing works in the organisation.

If HRP techniques are ignored, decisions will still be taken, but without the benefit of understanding their implications. Graduate recruitment numbers will be set in ignorance of demand, or management succession problems will develop unnoticed. As George Bernard Shaw said: 'to be in hell is to drift; to be in heaven is to steer'. It is surely better if decision makers follow this maxim in the way they make and execute resourcing plans.

Answer 4

Human Resource is simply human potential. Potential with infinite capabilities and capacity with the possibility of beneficial engagement. Potential however, it must be noted does not have to be productive and that an opportunity has to be seized to translate potential into real value. Human Resource is a question of physicality.

Human Capital is a well employed human resource that is actively engaged in meaningful, worthwhile work and delivering some level of desired productivity. Human Capital is a question of factoring knowledge and application to physicality.

http://differworld.blogspot.com/2007/12/difference-between-human-resources.html

Answer 5

Human resource (HR) is the set of individuals who make up the workforce of an organization.

Human resource management (HRM) is a function in organizations designed to maximize employee performance in service of their employer's strategic objectives. HRM is primarily concerned with how people are managed within organizations, focusing on policies and systems.

Answer 6

Human resource (HR) is the set of individuals who make up the workforce of an organization.Human resource management (HRM) is a function in organizations designed to maximize employee performance in service of their employer's strategic objectives. HRM is primarily concerned with how people are managed within organizations, focusing on policies and systems.

Answer 7

the human resource management refers to the management of resources in a logical manner , by managing to provide their best use to human.....

while strategic human resource management is very comprehensive term now a days , it comprise on uniqueness of hiring process , quality of work force hired , the rates in work forced hired and the quality of work done by the labor force with the complete and comprehensive market analysis & time management while keeping in the view of savings of resources for a business ,

Answer 8

There is no difference