How do enterprises plan human resources?

As a kind of functional strategy (also called functional strategy), the most popular understanding of human resource (strategy) planning is "3+ 1". "3" is to deduce the "quantity, quality and structure" of human resources according to the company's strategic objectives/positioning requirements, and then analyze the requirements of enterprises for the number (establishment), quality (quality and skills), future organizational structure and post setting; "1" is the implementation of these three aspects, including the implementation plan and resource allocation.

1, human resource quantity plan:

The planning of human resource quantity (establishment) is actually a process of demand forecasting, and the completion of this process depends on mathematical models, such as Markov chain model. However, the use of Markov chain model is complicated and needs data accumulation. For most human resource managers who are not majoring in mathematical statistics, it is obviously a bit reluctant to use Markov chain model well.

In addition to Markov chain model, there can be a simplest method: by calculating the per capita labor productivity of all employees in the current company, and then dividing by the per capita labor productivity according to the future operating income forecast, the number of human resources (establishment) in the future enterprise can be obtained. However, there is a big error in this way. Sometimes the increase in business volume will not lead to the year-on-year increase in staffing. Even after adopting new production and marketing methods, business volume will increase but employees will decrease.

2, human resources quality planning:

The planning of human resources quality (quality and skills) is relatively simple, that is, based on the company's future strategic goals/positioning, the requirements for the quality and skills that personnel should have are deduced. Specifically, an enterprise can plan and define the qualities and skills that each post should have under the requirements of the company's strategy/objectives in the future by establishing a post qualification management system. It should be noted that when planning the quality of human resources, it is better to establish a competency model base besides the qualification management system of enterprises, which is more conducive to identifying and cultivating talents and making the training plan more targeted.

3, human resources structure planning:

Compared with the first two, the planning of human resource structure is more complicated, especially involving organizational structure adjustment, post setting of various departments and many other issues, which are beyond the grasp of ordinary human resource managers. Therefore, this is a great challenge to the traditional human resources department which focuses on personnel administration; The future human resources department not only needs to be proficient in the professional knowledge and skills of human resources, but also needs to be familiar with all business areas of the company and become the partners of business departments.

The usual practice is: the adjustment and change of organizational structure requires direct dialogue with the top, listening to the ideas and intentions of the top; Changes in the post setting of each department can be communicated with the department head/deputy general manager. However, because the changes in organizational structure and posts belong to the "superstructure" of enterprises, human resources departments usually rarely intervene.

4, the implementation plan of human resources planning:

After the completion of the quantity, quality and structure planning of human resources, the implementation plan should be formulated as soon as possible; The usual implementation plan includes two aspects: work plan and cost budget. Work plan includes work list, timetable and composition of working group; Expense budget needs to list expense items separately, such as recruitment interview expenses, training fees, salary and welfare budget, etc. Limited by space, the implementation plan of human resources planning is not repeated here. In a word, the implementation plan of human resource planning is the key to the implementation effect of the whole human resource planning. In addition to the attention of the top management of the enterprise, the heads of various departments should also actively participate.