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1. Poor HR Planning will result in labour shortages or/and surpluses.

2. The employees will be dissatisfied, demotivated and grievances will arise.

3. Poor hiring will increase costs (more expenses on training, rehiring etc)

4. Recruiting wrong people will result in errors during work, ineffectiveness, legal issues, customer loss/dissatisfaction, loss of reputation etc

5. High labour turnover

6. It will adversly impact on organization's bottom line. This will result in loss of competitiveness in the industry.

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Q: What are the consequences of poor Human Resource planning?
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What is poor planning?

poorly planned- development not well thought out.


What is the benefit of critical part in project management?

Project management is a critical part of many businesses and their planning. One of the biggest benefits of using critical path in project management is to avoid poor planning.


What are the advantages of a work breakdown structure?

As part of managing the project, there are many processes that are directly based on the WBS as part of the Scope Baseline. They are: 1. Cost Estimation 2. Quality Planning 3. Risk Identification 4. Procurement Planning 5. Defining Activities for Project Schedule 6. Budget Determination Without a Proper WBS, you will be unable to do the above mentioned activities effectively, which inturn will lead to poor planning and poor project execution.


What are the barriers of human resource planning?

Various barriers can inhibit successful planning. In order for plans to be effective and to yield the desired results, managers must identify any potential barriers and work to overcome them. The common barriers that inhibit successful planning are as follows:· Inability to plan or inadequate planning. Managers are not born with the ability to plan. Some managers are not successful planners because they lack the background, education, and/or ability. Others may have never been taught how to plan. When these two types of managers take the time to plan, they may not know how to conduct planning as a process.· Lack of commitment to the planning process. The development of of a plan is hard work; it is much easier for a manager to claim that he or she doesn't have the time to work through the required planning process than to actually devote the time to developing a plan. (The latter, of course, would save them more time in the long run!) Another possible reason for lack of commitment can be fear of failure. As a result, managers may choose to do little or nothing to help in the planning process.· Inferior information. Facts that are out-of-date, of poor quality, or of insufficient quantity can be major barriers to planning. No matter how well managers plan, if they are basing their planning on inferior information, their plans will probably fail.· Focusing on the present at the expense of the future.Failure to consider the long-term effects of a plan because of emphasis on short-term problems may lead to trouble in preparing for the future. Managers should try to keep the big picture - their long-term goals - in mind when developing their plans.· Too much reliance on the organization's planning department. Many companies have a planning department or a planning and development team. These departments conduct studies, do research, build models, and project probable results, but they do not implement plans. Planning department results are aids in planning and should be used only as such. Formulating the plan is still the manager's responsibility.· Concentrating on controllable variables. Managers can find themselves concentrating on the things and events that they can control, such as new product development, but then fail to consider outside factors, such as a poor economy. One reason may be that managers demonstrate a decided preference for the known and an aversion to the unknown.


What are the Causes of late completion of activities in project management?

Causes a. Top management not recognizing this activity as a project b. Too many projects going on at one time c. Impossible schedule commitments d. No functional input into the planning phase e. No one person responsible for the total project f. Poor control of design changes g. Poor control of customer changes h. Poor understanding of the project manager's job i. Wrong person assigned as project manager j. No integrated planning and control k. Company resources are overcommitted l. Unrealistic planning and scheduling m. No project cost accounting ability n. Conflicting project priorities o. Poorly organized project office

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How many years go to school to get a bachelors in criminal justice human resource?

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