What does a good human resource planning include?

Human resource planning should be synchronized with enterprise strategic planning. In fact, you can refer to the steps of enterprise strategic planning. In this process, it is necessary to put forward general guidelines for the six major systems of human resource management and give a certain budget. The first thing to consider is the current development stage of the enterprise. It is decomposed from the overall strategic goal of the enterprise. It can also be said that the overall strategy of an enterprise is supported by human resource planning. At the same time, the overall strategic planning goal of the enterprise is also the guidance of human resources planning, combined with the company's organizational structure, corporate culture, management system, business objectives and other appropriate series of planning content.

In a narrow sense, enterprise human resource planning includes two levels:

① Overall planning of human resources refers to the overall objectives, policies, implementation steps and total budget arrangement of human resources management during the planning period.

(2) Human resources business plan includes personnel supplement plan, distribution plan, promotion plan, education and training plan, salary plan, insurance and welfare plan, labor relations plan, retirement plan, etc.

These business plans are the development and concretization of the master plan, and each business plan consists of objectives, policies, steps and budgets.

Plan Category Objectives Policy Steps Budget

Overall goal of master plan: (performance, contraction and stability) Basic principle: (expansion, contraction and stability) Overall steps (annual arrangement, such as improving human information system) Total budget: RMB ××

The type, quantity and level of personnel supplementary plan, the supplementary standards of personnel quality standards such as the improvement of people's quality structure and performance, the scope of personnel sources and starting point treatment, and the selection of advertising attraction, examination, interview, written examination, employment, education and other expenses.

Staffing planning department establishment, human structure optimization and performance improvement, human resource capability matching, and post rotation range. The scope and time of seniority and job rotation are determined by the scale of use, differences, personnel status and salary and welfare budget.

Personnel replacement and promotion plan to maintain the number of reserve personnel, improve the talent structure and performance objectives, comprehensive competition, merit-based promotion, selection criteria, and increase the proportion. A slight change in wages caused by changes in the resettlement work of those who have not been promoted.

Improve the quality and performance of education and training plan, provide new manpower, change attitude and style, ensure training time and training effect (such as treatment, assessment and use), and omit the total input and output of education and training, resulting in the loss of full-time training.

The salary incentive plan reduces brain drain, morale level, performance improvement, salary policy and incentive policy, and the incentive focus slightly increases the salary and bonus budget.

The labor relations plan will reduce the unexpected turnover rate, improve the relationship between cadres and the masses, reduce complaints and dissatisfaction in management, strengthen communication and reduce legal costs.

Retirement and dismissal plans, reducing labor costs and improving productivity, retirement policies and dismissal procedures, as well as resettlement fees and personnel replacement fees.

Human resource planning procedure

Human resource planning is a basic activity of enterprise human resource management.

(1) Steps of human resource planning

① Investigate, collect and sort out all kinds of information related to enterprise strategic decision-making and business environment. The information that affects the strategic decision of an enterprise includes: product structure, consumer structure, market share of enterprise products, production and sales status, advanced level of technology and equipment and other factors of the enterprise itself; The external environment of an enterprise includes social, political, economic and legal environment. These external factors are "hard constraints" for enterprises to make plans, and any policies and measures of enterprise human resource planning must not contradict them. For example, the labor law stipulates that employers are prohibited from recruiting minors under the age of 16. Enterprises should follow this principle when making future recruitment plans. Otherwise, the responsibility will be investigated and the scheme will be invalid.

(2) according to the actual situation of enterprises or departments, determine the duration, scope and nature of human resource planning. Establish enterprise human resources information system to prepare accurate and detailed information for forecasting.

③ Based on the analysis of the factors affecting the supply and demand of human resources, various scientific forecasting methods based on quantitative analysis and qualitative analysis are adopted to forecast the supply and demand of human resources in the future. This is a highly technical work, and its accuracy directly determines the effect and success of the planning. This is the most difficult and critical work in the whole human resource planning.

(4) To formulate the overall planning and various business plans for the balance of supply and demand of human resources. Through specific business plans, the demand for human resources in the future organizations will be met.

(2) Planning process

The process of human resource planning can also be summarized into three parts: evaluating the existing human resources; Estimate the human resources needed in the future; Make an action plan to meet the future demand for human resources.

① Current evaluation.

Management should investigate the existing human resources. This is usually done by conducting a human resources survey. In the era of highly developed computer systems, it is not difficult for most organizations to form a human resources survey report. The data of this report comes from the questionnaire filled by employees. The questionnaire can list columns such as name, highest education, training, previous work, language spoken, ability and professional knowledge, and send them to every employee in the organization. This survey can help management evaluate the existing talents and skills in the organization.

Another content of current evaluation is job analysis. Human resource survey mainly tells the management what each employee can do, and job analysis is more fundamental, which determines the positions in the organization and the behaviors needed to perform these positions. For example, what are the responsibilities of the third-level procurement professionals working in BoiseCascade? What kind of knowledge, technology and ability does it need at least to succeed in its work? What are the similarities and differences between the requirements for third-level procurement professionals and those for second-level procurement professionals or procurement analysts? These are the reasons why job analysis can clarify the problem. Job analysis will determine the suitable candidate for each position, and finally form a job description and explain the job specifications.

② Future evaluation.

The demand for human resources in the future is determined by the goals and strategies of the organization.

The demand for human resources reflects an organization's demand for products or services. According to the estimate of the total turnover, the management should equip human resources with corresponding quantity and knowledge structure to achieve this business scale. In some cases, this relationship may also be the opposite. When some special skills are essential and the supply is tight, the existing qualified human resources will stabilize the business scale. For example, tax consulting companies may have this situation. It often finds that business opportunities are far greater than the business it can handle. The only limiting factor for expanding business may be whether consulting companies can hire and equip employees necessary to meet specific customer requirements. However, in most cases, the overall goal of the organization and the business scale forecast based on the goal are the main basis for determining the human resources demand of the organization.

③ Develop a future-oriented action plan.

After a comprehensive assessment of the existing capacity and future demand, the management can measure the shortage of human resources (quantity and structure) and point out the areas where the organization will have surplus staff. Then, by combining these predictions with the speculation on the future supply of human resources, an action plan can be made. It can be seen that human resource planning not only provides a guide for guiding the current human resource allocation demand, but also predicts the future human resource demand and possibility.

Some people divide the procedure of human resource planning into five steps:

First, understanding the strategic decision-making and business environment of enterprises is the premise of human resource planning. Different product combinations, production processes, production scales and business areas will put forward different requirements for personnel. Population, transportation, culture, education, law, human competition, career choice expectation and other factors constitute various constraints of external human supply.

Second, a clear understanding of the existing human resources of enterprises is the basic work. To realize the enterprise strategy, we must first base ourselves on developing the existing human resources, so we must adopt scientific evaluation and analysis methods. The human resources supervisor should count the quantity, distribution, utilization, potential state and turnover rate of all kinds of manpower in the enterprise.

Thirdly, forecasting the demand and supply of human resources in enterprises is a highly technical key work in human resources planning, and all human resources development and management plans must be decided according to the forecast. The requirement of forecasting is to point out the surplus and shortage of various manpower during the planning period.

Fourthly, making the overall planning and business plan of human resource development and management is a detailed work in the process of human resource planning, which requires human resource managers to put forward various requirements of human resource management according to the forecast of human supply and demand, so that relevant departments can implement them accordingly.

Fifth, supervise and analyze the implementation process of human resources plan, evaluate the quality of the plan, find out the shortcomings of the plan, and make appropriate adjustments to ensure the realization of the overall goal of the enterprise.