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July 29, 2012

Human Resource Planning, Research Debate Plan


Introduction
                The sole objective of conducting this research and debate was to enlighten myself with the theoretical and practical concepts of HRP. Having done the research and debate, I strongly feel that HRP practices are vital for the growth and development of the companies that seek to expand their operations both presently and in future. All the points presented in the debate were substantiated by authentic research both primary and secondary sources. In my opinion, HRP can be implemented to reap better business results only if it is brought into practice effectively. The sole objective of conducting this research and debate was to enlighten myself with the theoretical and practical concepts of HRP. Having done the research and debate, I strongly feel that HRP practices are vital for the growth and development of the companies that seek to expand their operations both presently and in future. All the points presented in the debate were substantiated by authentic research both primary and secondary sources. In my opinion, HRP can be implemented to reap better business results only if it is brought into practice effectively.
Research Debate Plan
The argument of this debate is that the current HRP practices are insufficient to meet the future requirements of recruitment of the workplaces. How reasonable is that statement? At the start, it appears that much like other disciplines, HRP has also seen a tremendous and unprecedented growth and appreciation and considering that fact it would be immature to make such a bold statement that companies will not be able to meet the recruitment needs in the future.
The central idea of this debate is that the developments in the field HRP is making progress in the right direction and there is nothing to worry about the future inadequacies or insecurities. The fact of the matter is that modern day companies cannot simply survive without taking into account the value and significance of HRP.
However, there are some issues related to the implementation of correct HRP practices but still that does not hint at its anticipated failure in future. For example, the installation of new security gadgets such as RFID cameras to monitor the employees working for a business enterprise has increased fears and concerns about privacy at workplaces.(McKay, 2008,349)
HR planning is basically a process designed to help the companies to make important decisions about resources that they assign for the effective management of people within the organization. The HRP is done to achieve the business goals.
Similarly, reward management and retooling of labor costs and compensation has led to such sweeping statements that the present-day HRP practices will prove useless and insignificant in the future. This is the direct outcome of recession resulting in lack of job creation and opportunities of growth. With the passage of time, the surviving companies will surely revise their reward management and labor costing schemes to ensure that the true value of HRP just does not end in the tough economic times.
For any organization to work and progress in the economically competitive times of today, it is important that the organization must provide serious attention and time towards the development of its human resource department. The methodologies and the operations that the human resource department of the organization applies are basically reflective of the course of the direction that the company has adopted at the present or intends to formulate in the future. It is fundamentally the human resource planning department that is responsible for the development of policies that are of strategic importance as far as workforce management is concerned for the acquisition of competitive advantage through limited but skilled workers. Thus, in a nutshell the context and framework developed by human resource employees in the organization actually paves way for its future development and progress (Stone, 2008, 53).
Human resource planning deal with the strategic management of employees all of which collectively contribute in outlining and formulating policies that helps in the uplifting in the local and global standing of the organization and at the same time outline the objectives and responsibilities that the organization anticipates from each and every employee and what the employee can expects as an outcome from the enterprise (Holbeche, 2009, 12). This helps in fostering a healthy relationship and bondage between the different teams and stakeholders of the organization and caters an environment in which healthy competition and determination can take place. It is also the responsibility of the human resource department of the organization that it is completely aware and acquainted with the needs and requirements of the employee and the different complications that they are encountering from organizational ends.

All these are some of the core responsibilities that the contemporary human resource department needs to look forward too. When considering the contemporary organizational set up the responsibilities that the human resource needs to fulfill can be summarized to two of the key jobs. In this the first job is to ensure the retention of old employees through their low turnover rate by attracting new people to work for the company and secondly an important responsibility that it shares today is to attract new employees.
Assessed Academic Debate
In order to fulfill this purpose, the human resource department of companies intends to create an environment which is highly interactive and communication friendly atmosphere where there is least number of barriers and communication hurdles between the management and the employee. In addition to this human resource also intends to pressurize the management of the organization to increase the level of motivation among employees as there have been a number of cases registered in some of the most prominent organizations where employees have decided to leave the organization primarily because of the fact that they never felt that they were motivated for the work that they were performing in the organization. Therefore in modern setting it is the job of the responsibility of the HR department to push the management in order to prevent such events from occurring in the organization (Kirkbride, 2004, 87).
The human resource planning is done at the operational level and shall specify the type of people needed to implement the plan. In companies, key positions are held by specialists and generalists. If an expert leaves the organization, the effect on the overall performance of the company may be considerable, especially if you do not plan to replace, or if such a replacement is considerably less qualified. Therefore, it is essential to have the right combination of qualified employees.(Harter, 2002, 268)
Thus, the HR planning is essential tool for executives in achieving their business objectives. Although there is no exhaustive list of what to include an HR plan, we must consider projects or activities in the following areas:
·         Staffing, recruitment and retention;
·         Planning training and careers;
·         Succession planning;
·         Performance Management;
·         Equity in employment;
·         Welfare at work;
·         Compensation, Benefits and rewards (Torraco & Swanson, 2005,34).
The succession planning is an essential process of HR planning. It includes the systematic identification of key positions and developing a plan to recruit talented employees and developing the retention of employees based on business objectives in the short and long term. As a result of demographic change, organizations should review the resources they will use for many roles, especially leadership.(Catanzaro, 2007, 85)

Report
The HR planning process includes the following steps:
·         Capacity assessment of current human resources;
·         Future needs in human resources;
·         Analysis of the gap;
·         Development of HR strategies to support organizational strategies;
The first step in HR planning process is to assess, in light of the strategic plan of the organization, the capacity of its current human resources. The company must identify the qualifications, skills and abilities of staff; for this purpose an inventory of individual skills can be prepared. This inventory should not consider only the skills to fill a particular position – it should list all the skills that were demonstrated. For example, recreational activities or volunteer may indicate special skills that could be an asset to the organization. We should also note the level of education, certificates obtained and training acquired. The performance appraisal form of a staff member may also be examined to determine if that person is ready and willing to assume greater responsibilities and to learn about their career plans (Ulrich, 2005, 89).
The company will allocate human resources appropriately and will ensure that tasks and other requirements are clear (e. g. job descriptions, performance reviews, learning and development). The company will seek to ensure that employees understand their duties and to whom they report, and the tasks and hierarchical relationships of other employees.
To guide its HR management, the company will annually review its operational plan in view of the following activities:
1.      Needs: it is to determine the number of employees needed and vacancies during the year – including planned changes-and skills required for these positions. This analysis will include all employees: permanent, temporary, casual and external (specialists);
2.      The positions filled: it is to determine the current number of positions and types of positions within the organization, the type of skills that employees and planned changes to the status of permanent employees in the foreseeable future (e.g. pensions, dismissals);
3.      Shortcomings: it is to evaluate the differences between the positions filled and projected needs over the next year, that is to say whether the Current staff can meet future needs.  The process begins by reviewing the profile of knowledge to look appropriate for the positions of your organization. List the skills possessed by these positions. Evaluate whether the remaining skills in the profile could benefit your organization. The list of skills to be acquired within your organization corresponds to gaps;
4.      Strategies: these define the staffing programs, policies and other activities to develop and implement to meet future needs of personnel (e.g. learning and development that fill gaps in a knowledge or skill). Think about the best way to acquire these skills. For example, they may be acquired at work or the incumbent should he take a course or offer a training program in the workplace using the staff or an external trainer;
5.      Evaluation: this is assessing the effectiveness of previous projects staffing (e. g. Recruitment, learning and development);
6.      Challenges: it is to determine whether changes (e.g. expansion, changing interests of the company, changing local economic) require that the company modifies the organization of staff (Walton, 2001, 100).
The company will maintain an organizational chart that defines the hierarchical relationships and distributed decision-making responsibilities. This will ensure that each member of the organization know their responsibilities and those of other and knows who he is for approvals, signatures, etc. The creation of new permanent positions and changes in the allocation of decision-making powers must be subject to approval by the company CEO. The company CEO has the responsibility to ensure the clarity of the organizational structure and inform staff of this structure and the distribution of powers. He may delegate this responsibility to a supervisor.
Identification of the skills present in the organization and the future needs can proactively plan and human resources activities of the company through an accurate assessment of the range of skills available an organization. A profile contains areas of knowledge skills, tasks and subtasks inherent in a specific position, such that the agent responsible for intellectual property. Because the profiles are global, they include all areas of skills, tasks and subtasks that could require a specific position. In fact, the definition of a position does probably a subset of the profile. Organizations in the hiring process must select the relevant elements and adjust as necessary, in order to more accurately describe their own requirements. The items selected for a specific job will be the basis of the job description.(Macey, 2008, 124)
Procedures
1.      Plan - Determine the priority for job evaluation within the organization by using the profiles and knowledge;
2.      Describe the internal review process (e. g. In person, by email, line, etc.);
3.      Download the profiles of knowledge;
4.      Communicate - Inform staff of your company's ongoing initiative by convening a meeting, by sending an email or letter or by asking managers to report them to their employees. You can also use a combination of these methods. Whatever the means chosen, make sure:
·         Describe how these documents meet the needs of human resources (they are accurate and detailed so that efforts in staffing, programs career development, succession planning, the initiatives in teamwork and activities relating to performance management based on valid information);
·         Describe the internal review process (if necessary, make update these documents according to your organization);
·         Describe the responsibilities (e.g. Employees and managers);
·         State the benefits of the initiative (e.g. All employees understand their role within the organization);
·         Set a schedule.
5.      Evaluate and check-cons - Compare skills required for a position at function performed by the same post in your organization. This process requires the participation of incumbents and their managers. There are various ways to gather this information: by organizing groups discussion by sending an email to each office holder, organizing individual meetings between a manager and each jobholder in its area of ​​responsibility, or by organizing individual meetings and group with an HR representative, the incumbents and managers. Determine which tasks, subtasks, knowledge and skills do not fit your organization. Add all tasks, subtasks, knowledge or skills of the position that are not in the profile;
6.      Review - Gather all the information from step 3 and verify their consistency, accuracy and compliance with the requirements of the organization. This review must be made by the CEO, managers and HR department that information is comprehensive and meets the needs of the business;
7.      Use - Give all employees a copy of their own description of station. Use these documents as part of various processes relating to human resources;
8.      Periodically review - Establish a process to review Periodically Profiles to ensure their accuracy (e. g. During annual performance reviews). Planning process similar to the case where an employee would like to give feedback on skills of its own position (Tsui, 2008, 153).
Job Description
The company will ensure that all positions in the organization have an accurate description and regularly updated. In addition, the company will ensure that every employee - and his boss - is aware of the content of his job description. This is to ensure a good understanding of the requirements of the job by each employee. A job description includes the following:
·         General information (e.g. Job title, job code, its relationships, whether it is a salaried position or not - in which case the person, e.g. a frame or a consultant, will be exempt from dues and cannot get paid for additional hours - if this is a supervisory position, the date of the last revision of the description and the name of the approving authority);
·         A brief job description;
·         A  detailed list of main tasks and responsibilities;
·         The job requirements, including:
o   Skills (e.g. Education, experience, languages control, behavioral skills, such as communication, the analytical and teamwork, and skills techniques, such as computer literacy or mathematics);
o   Effort required (e.g. Physical demands, such as the fact of having to lift heavy weights or sit at a desk all day);
o   Working conditions (e.g. Work environment).
Job descriptions should be based on a thorough analysis of the position by people who know it best. It is recommended that the employee and supervisor review and update the job description regularly to ensure it remains relevant and just (possibly at the time of the annual performance evaluation).(Cushway, 2004, 64)
Reward Management - Retooling Labor Costs
Embroiled in the one-two punch of the financial crisis and the Great Recession, companies have drastically taking measures to ensure cost cutting in order to survive in the market. The efforts have been focused on the reduction of the workforce which pronounced itself in the recurrent layoffs.  The area which has remained neglected is largely the emphasis on the need to restructure, retool labor costs, rewards and benefits. Surely, some companies have cut wages, with broad-stroke reductions across large pools of labor. But most companies have been cautious of the underlying risks associated with such widespread cuts—worker disengagement, litigation, unionization, brand damage, and other concerns. It’s a vicious cycle—continues to reduce the workforce, put more and more of the load on the remaining workers, and expect quality and employee morale to stay the same.(Bottos, 2000, 20)
What could I do in debate to deliver it even better?
Preparation is always a key to an effective delivery of debate. Had I some more days of time, I would have been in position to deliver the same debate even more effectively. The eye contact, and confidence are the necessary ingredients of an exemplary debate and I tried to do just that. It is always a good idea to be specific and give details to the point of argument being substantiated in the debate.
How did I get my research and how did I prepare for this debate?
For an in-depth research, I tried my level best to cover all the major facets of the topic I had taken up in this debate. I consulted the research journals and libraries for that matter. Having read and grasped all the primary and secondary sources, I tried to define the topic in my own manner while using my analytical skills.
In order to ensure that I present a commendable debate, I practiced it enormously while standing in front of the mirror. This drill really enabled me to have confidence while presenting my viewpoint before the real audience.
A word on HRP and its theories
Human resource planning a vital part of human resource management since it identifies and meets the projected and much-anticipated needs of the human resource in the future. The significance of human resource planning cannot be stressed less because with the industry growing and economy more often than not on decline, the subsequent problems of human resources management can only be addressed through the apt use of HRP. Be it short-term or long-term project, the HRP supplements the human resources management in a very effective manner.
The theories on HRP are necessary for the development of an effective HRP policy. One of the most effective theories that can allow the companies to reap better rewards in future is that of David Guest's. His theory accentuates the importance and difference between compliance and commitment. Compliance can be referred to the superficial contractual relationship between the employee and employer. This only serves to meet the planning objectives of the company. On the other hand, commitment is made to determine the different skill set of the employees and utilize it for the productivity of the company. This aspect of commitment is more important than the earlier one during the implementation of HRP.
How will I be able to come up with better research in future?
As a matter of fact, anything we do for the first is not even near perfect. This research enabled me to view at HRP only superficially. Next time, I will be able to hold even more in-depth study over the subject. Certainly, I will be able to get even better understanding of the subject. The weeks-long sessions on HRP have been really helpful for my learning about the intricate details of the subject.
In a way, the lectures and seminars proved to be vital for developing my interest in the subject. I see it as launching pad for my learning in coming months and years.


Can my research be of some help to companies?
In my opinion, yes it can be of some help to the companies that are embarking on the human resource planning programs. The central idea of my research is that HRP is an effective tool of running the company and managing its assets (human resources).  The companies will be able to take special care of this aspect while drawing on the need to increase company’s capital and productivity.



The argument of this debate is that the current HRP practices are insufficient to meet the future requirements of recruitment of the workplaces. How reasonable is that statement? At the start, it appears that much like other disciplines, HRP has also seen a tremendous and unprecedented growth and appreciation and considering that fact it would be immature to make such a bold statement that companies will not be able to meet the recruitment needs in the future.
The central idea of this debate is that the developments in the field HRP is making progress in the right direction and there is nothing to worry about the future inadequacies or insecurities. The fact of the matter is that modern day companies cannot simply survive without taking into account the value and significance of HRP.
However, there are some issues related to the implementation of correct HRP practices but still that does not hint at its anticipated failure in future. For example, the installation of new security gadgets such as RFID cameras to monitor the employees working for a business enterprise has increased fears and concerns about privacy at workplaces.(McKay, 2008,349)
HR planning is basically a process designed to help the companies to make important decisions about resources that they assign for the effective management of people within the organization. The HRP is done to achieve the business goals.
Similarly, reward management and retooling of labor costs and compensation has led to such sweeping statements that the present-day HRP practices will prove useless and insignificant in the future. This is the direct outcome of recession resulting in lack of job creation and opportunities of growth. With the passage of time, the surviving companies will surely revise their reward management and labor costing schemes to ensure that the true value of HRP just does not end in the tough economic times.
For any organization to work and progress in the economically competitive times of today, it is important that the organization must provide serious attention and time towards the development of its human resource department. The methodologies and the operations that the human resource department of the organization applies are basically reflective of the course of the direction that the company has adopted at the present or intends to formulate in the future. It is fundamentally the human resource planning department that is responsible for the development of policies that are of strategic importance as far as workforce management is concerned for the acquisition of competitive advantage through limited but skilled workers. Thus, in a nutshell the context and framework developed by human resource employees in the organization actually paves way for its future development and progress (Stone, 2008, 53).
Human resource planning deal with the strategic management of employees all of which collectively contribute in outlining and formulating policies that helps in the uplifting in the local and global standing of the organization and at the same time outline the objectives and responsibilities that the organization anticipates from each and every employee and what the employee can expects as an outcome from the enterprise (Holbeche, 2009, 12). This helps in fostering a healthy relationship and bondage between the different teams and stakeholders of the organization and caters an environment in which healthy competition and determination can take place. It is also the responsibility of the human resource department of the organization that it is completely aware and acquainted with the needs and requirements of the employee and the different complications that they are encountering from organizational ends.

All these are some of the core responsibilities that the contemporary human resource department needs to look forward too. When considering the contemporary organizational set up the responsibilities that the human resource needs to fulfill can be summarized to two of the key jobs. In this the first job is to ensure the retention of old employees through their low turnover rate by attracting new people to work for the company and secondly an important responsibility that it shares today is to attract new employees.
Assessed Academic Debate
In order to fulfill this purpose, the human resource department of companies intends to create an environment which is highly interactive and communication friendly atmosphere where there is least number of barriers and communication hurdles between the management and the employee. In addition to this human resource also intends to pressurize the management of the organization to increase the level of motivation among employees as there have been a number of cases registered in some of the most prominent organizations where employees have decided to leave the organization primarily because of the fact that they never felt that they were motivated for the work that they were performing in the organization. Therefore in modern setting it is the job of the responsibility of the HR department to push the management in order to prevent such events from occurring in the organization (Kirkbride, 2004, 87).
The human resource planning is done at the operational level and shall specify the type of people needed to implement the plan. In companies, key positions are held by specialists and generalists. If an expert leaves the organization, the effect on the overall performance of the company may be considerable, especially if you do not plan to replace, or if such a replacement is considerably less qualified. Therefore, it is essential to have the right combination of qualified employees.(Harter, 2002, 268)
Thus, the HR planning is essential tool for executives in achieving their business objectives. Although there is no exhaustive list of what to include an HR plan, we must consider projects or activities in the following areas:
·         Staffing, recruitment and retention;
·         Planning training and careers;
·         Succession planning;
·         Performance Management;
·         Equity in employment;
·         Welfare at work;
·         Compensation, Benefits and rewards (Torraco & Swanson, 2005,34).
The succession planning is an essential process of HR planning. It includes the systematic identification of key positions and developing a plan to recruit talented employees and developing the retention of employees based on business objectives in the short and long term. As a result of demographic change, organizations should review the resources they will use for many roles, especially leadership.(Catanzaro, 2007, 85)

Report
The HR planning process includes the following steps:
·         Capacity assessment of current human resources;
·         Future needs in human resources;
·         Analysis of the gap;
·         Development of HR strategies to support organizational strategies;
The first step in HR planning process is to assess, in light of the strategic plan of the organization, the capacity of its current human resources. The company must identify the qualifications, skills and abilities of staff; for this purpose an inventory of individual skills can be prepared. This inventory should not consider only the skills to fill a particular position – it should list all the skills that were demonstrated. For example, recreational activities or volunteer may indicate special skills that could be an asset to the organization. We should also note the level of education, certificates obtained and training acquired. The performance appraisal form of a staff member may also be examined to determine if that person is ready and willing to assume greater responsibilities and to learn about their career plans (Ulrich, 2005, 89).
The company will allocate human resources appropriately and will ensure that tasks and other requirements are clear (e. g. job descriptions, performance reviews, learning and development). The company will seek to ensure that employees understand their duties and to whom they report, and the tasks and hierarchical relationships of other employees.
To guide its HR management, the company will annually review its operational plan in view of the following activities:
1.      Needs: it is to determine the number of employees needed and vacancies during the year – including planned changes-and skills required for these positions. This analysis will include all employees: permanent, temporary, casual and external (specialists);
2.      The positions filled: it is to determine the current number of positions and types of positions within the organization, the type of skills that employees and planned changes to the status of permanent employees in the foreseeable future (e.g. pensions, dismissals);
3.      Shortcomings: it is to evaluate the differences between the positions filled and projected needs over the next year, that is to say whether the Current staff can meet future needs.  The process begins by reviewing the profile of knowledge to look appropriate for the positions of your organization. List the skills possessed by these positions. Evaluate whether the remaining skills in the profile could benefit your organization. The list of skills to be acquired within your organization corresponds to gaps;
4.      Strategies: these define the staffing programs, policies and other activities to develop and implement to meet future needs of personnel (e.g. learning and development that fill gaps in a knowledge or skill). Think about the best way to acquire these skills. For example, they may be acquired at work or the incumbent should he take a course or offer a training program in the workplace using the staff or an external trainer;
5.      Evaluation: this is assessing the effectiveness of previous projects staffing (e. g. Recruitment, learning and development);
6.      Challenges: it is to determine whether changes (e.g. expansion, changing interests of the company, changing local economic) require that the company modifies the organization of staff (Walton, 2001, 100).
The company will maintain an organizational chart that defines the hierarchical relationships and distributed decision-making responsibilities. This will ensure that each member of the organization know their responsibilities and those of other and knows who he is for approvals, signatures, etc. The creation of new permanent positions and changes in the allocation of decision-making powers must be subject to approval by the company CEO. The company CEO has the responsibility to ensure the clarity of the organizational structure and inform staff of this structure and the distribution of powers. He may delegate this responsibility to a supervisor.
Identification of the skills present in the organization and the future needs can proactively plan and human resources activities of the company through an accurate assessment of the range of skills available an organization. A profile contains areas of knowledge skills, tasks and subtasks inherent in a specific position, such that the agent responsible for intellectual property. Because the profiles are global, they include all areas of skills, tasks and subtasks that could require a specific position. In fact, the definition of a position does probably a subset of the profile. Organizations in the hiring process must select the relevant elements and adjust as necessary, in order to more accurately describe their own requirements. The items selected for a specific job will be the basis of the job description.(Macey, 2008, 124)
Procedures
1.      Plan - Determine the priority for job evaluation within the organization by using the profiles and knowledge;
2.      Describe the internal review process (e. g. In person, by email, line, etc.);
3.      Download the profiles of knowledge;
4.      Communicate - Inform staff of your company's ongoing initiative by convening a meeting, by sending an email or letter or by asking managers to report them to their employees. You can also use a combination of these methods. Whatever the means chosen, make sure:
·         Describe how these documents meet the needs of human resources (they are accurate and detailed so that efforts in staffing, programs career development, succession planning, the initiatives in teamwork and activities relating to performance management based on valid information);
·         Describe the internal review process (if necessary, make update these documents according to your organization);
·         Describe the responsibilities (e.g. Employees and managers);
·         State the benefits of the initiative (e.g. All employees understand their role within the organization);
·         Set a schedule.
5.      Evaluate and check-cons - Compare skills required for a position at function performed by the same post in your organization. This process requires the participation of incumbents and their managers. There are various ways to gather this information: by organizing groups discussion by sending an email to each office holder, organizing individual meetings between a manager and each jobholder in its area of ​​responsibility, or by organizing individual meetings and group with an HR representative, the incumbents and managers. Determine which tasks, subtasks, knowledge and skills do not fit your organization. Add all tasks, subtasks, knowledge or skills of the position that are not in the profile;
6.      Review - Gather all the information from step 3 and verify their consistency, accuracy and compliance with the requirements of the organization. This review must be made by the CEO, managers and HR department that information is comprehensive and meets the needs of the business;
7.      Use - Give all employees a copy of their own description of station. Use these documents as part of various processes relating to human resources;
8.      Periodically review - Establish a process to review Periodically Profiles to ensure their accuracy (e. g. During annual performance reviews). Planning process similar to the case where an employee would like to give feedback on skills of its own position (Tsui, 2008, 153).
Job Description
The company will ensure that all positions in the organization have an accurate description and regularly updated. In addition, the company will ensure that every employee - and his boss - is aware of the content of his job description. This is to ensure a good understanding of the requirements of the job by each employee. A job description includes the following:
·         General information (e.g. Job title, job code, its relationships, whether it is a salaried position or not - in which case the person, e.g. a frame or a consultant, will be exempt from dues and cannot get paid for additional hours - if this is a supervisory position, the date of the last revision of the description and the name of the approving authority);
·         A brief job description;
·         A  detailed list of main tasks and responsibilities;
·         The job requirements, including:
o   Skills (e.g. Education, experience, languages control, behavioral skills, such as communication, the analytical and teamwork, and skills techniques, such as computer literacy or mathematics);
o   Effort required (e.g. Physical demands, such as the fact of having to lift heavy weights or sit at a desk all day);
o   Working conditions (e.g. Work environment).
Job descriptions should be based on a thorough analysis of the position by people who know it best. It is recommended that the employee and supervisor review and update the job description regularly to ensure it remains relevant and just (possibly at the time of the annual performance evaluation).(Cushway, 2004, 64)
Reward Management - Retooling Labor Costs
Embroiled in the one-two punch of the financial crisis and the Great Recession, companies have drastically taking measures to ensure cost cutting in order to survive in the market. The efforts have been focused on the reduction of the workforce which pronounced itself in the recurrent layoffs.  The area which has remained neglected is largely the emphasis on the need to restructure, retool labor costs, rewards and benefits. Surely, some companies have cut wages, with broad-stroke reductions across large pools of labor. But most companies have been cautious of the underlying risks associated with such widespread cuts—worker disengagement, litigation, unionization, brand damage, and other concerns. It’s a vicious cycle—continues to reduce the workforce, put more and more of the load on the remaining workers, and expect quality and employee morale to stay the same.(Bottos, 2000, 20)
What could I do in debate to deliver it even better?
Preparation is always a key to an effective delivery of debate. Had I some more days of time, I would have been in position to deliver the same debate even more effectively. The eye contact, and confidence are the necessary ingredients of an exemplary debate and I tried to do just that. It is always a good idea to be specific and give details to the point of argument being substantiated in the debate.
How did I get my research and how did I prepare for this debate?
For an in-depth research, I tried my level best to cover all the major facets of the topic I had taken up in this debate. I consulted the research journals and libraries for that matter. Having read and grasped all the primary and secondary sources, I tried to define the topic in my own manner while using my analytical skills.
In order to ensure that I present a commendable debate, I practiced it enormously while standing in front of the mirror. This drill really enabled me to have confidence while presenting my viewpoint before the real audience.
A word on HRP and its theories
Human resource planning a vital part of human resource management since it identifies and meets the projected and much-anticipated needs of the human resource in the future. The significance of human resource planning cannot be stressed less because with the industry growing and economy more often than not on decline, the subsequent problems of human resources management can only be addressed through the apt use of HRP. Be it short-term or long-term project, the HRP supplements the human resources management in a very effective manner.
The theories on HRP are necessary for the development of an effective HRP policy. One of the most effective theories that can allow the companies to reap better rewards in future is that of David Guest's. His theory accentuates the importance and difference between compliance and commitment. Compliance can be referred to the superficial contractual relationship between the employee and employer. This only serves to meet the planning objectives of the company. On the other hand, commitment is made to determine the different skill set of the employees and utilize it for the productivity of the company. This aspect of commitment is more important than the earlier one during the implementation of HRP.
How will I be able to come up with better research in future?
As a matter of fact, anything we do for the first is not even near perfect. This research enabled me to view at HRP only superficially. Next time, I will be able to hold even more in-depth study over the subject. Certainly, I will be able to get even better understanding of the subject. The weeks-long sessions on HRP have been really helpful for my learning about the intricate details of the subject.
In a way, the lectures and seminars proved to be vital for developing my interest in the subject. I see it as launching pad for my learning in coming months and years.

 Can my research be of some help to companies?
In my opinion, yes it can be of some help to the companies that are embarking on the human resource planning programs. The central idea of my research is that HRP is an effective tool of running the company and managing its assets (human resources).  The companies will be able to take special care of this aspect while drawing on the need to increase company’s capital and productivity.
--------------------------------------------Ends--------------------------------------------------



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