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An assessment of the usefulness of human resource planning, in Rexel

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  1. Abstract.
  2. Introduction.
    1. Overview of the project.
    2. Project objectives.
    3. Chapters summarize.
  3. Setting the scene.
    1. From 'Manpower Planning' to HRP.
    2. Understanding Human Resource Planning.
    3. Understanding Human Capital.
  4. Literature review.
    1. The four usages of strategic of HRM.
    2. Armstrong's view.
    3. HRP being a strategic and management tool.
    4. Disadvantage of HRP.
  5. Conclusion.
  6. Review of the objectives.
    1. To establish a final portray of the usefulness of HRP.
    2. To explore whether HRP can be useful for any organisation.
  7. Concluding statements.
  8. Limitations and weaknesses of the study.
  9. Recommendations for further study.
  10. Referencing.

The human resource planning (HRP) is a problematical area, in particular, during the phases of disorder and confusion within the business environment, which can provoke instability. Thus, hesitation is created among the need of planning and the complexity of forecast. Although this complexity, the essential principle of HRP is straightforward; according to Reilly (1996) is ?having the right people, in the right place at the right time'. The problem that is trying to be resolved is to know whether HRP can, and how, still be useful for an organization in the current environment. Indeed, nowadays, the process of HRP can be considering as old-fashion, but it is still used under different forms, by organizations. This first section will present the background of the subject with the project's objectives and give an overview of the research problem with its structure. Nowadays, organizations have to be reactive to find ways which can execute the more rapidly their strategies, because of the constant changing business environment, where the planning cycles are reducing due to competition and reactivity of the market.

[...] Poor utilisation of people: inappropriate HR practices that need to be changed Surpluses in capabilities: providing scope for efficiencies in order to influence the strategy Gaps in capabilities: lack of sufficient skill, people, knowledge to create an efficient strategy. Furthermore, from Storey 2005, HRP forming a part of a business plan: looking at workforce requirements over a longer period, typically more than two years. Accordingly, HRP should be based on business plans but also able to influence on it. Moreover, HR planning can be seeing as an instrument to correspond and manage. [...]

[...] Nevertheless, it can be sum up as a concern to evaluate an organisation's situation with the link of its labour markets and foresee its position in the near future. According to the writer, HRP is important because of global economy: jobs can move, people can move, money can move all very easily and it creates uncertainty. Besides, because of new technologies, companies need to keep ahead of the curve and anticipate the competition. The other important point can be mergers, acquisitions or restructuration; companies have to be prepared to manage the new staff and to be aware of the market. [...]

[...] According to Macaleer and Shannon in their report, 2003: support the strategic business objectives of an organisation, strategy- based human resources planning process is a more effective approach. This approach is part analytical process and part creating the staffing and services based on the strategic goals, eliminating anything that does not support those goals'. However, foresee cannot engender strategies, although it can permits them to be effective thanks to putting them in action, or by resolving the inconvenient, and recognising what must be done to complete every stratagem. [...]

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