Human Resource Planning Role in Business Organizations

HR Planning


Human Resource (HR) planning is a critical concept in every business organization. Armstrong (2012) believes that organizations should have ‘the right people who possess the required skills’ (p. 27). This goal can only be achieved through effective HR planning. This discussion begins by defining the concept of HR planning. The essay also gives a detailed critique of HR planning and its importance in an organization.

Definition of HR Planning

Businesses should use appropriate strategies in order to achieve their goals. HR planning is a powerful function of human resource management. This function ‘ensures that the right people with the required skills are hired to deliver the targeted organizational goals’ (Leat 2007, p. 12). This planning process should focus on targeted goals. The individuals should have specific roles and responsibilities. The process should also be continuous in order to meet the future requirements of the business. Managers must ‘forecast the demand and supply of skills in order to deal with uncertainty’ (Lam & Schaubroeck 2011, p. 12). HR planning should ‘consider new activities such as flexibility, work-life balance, smartness, and talent management’ (Leat 2007, p. 12).

Critique of HR Planning

The organizational strategy of a business determines the most appropriate HR planning approach. The HR planning process has four unique stages. The ‘first stage is forecasting future demand’ (Bratton & Gold 2012, p. 48). Businesses should consider the changing roles of their workers. They should also consider the competencies of every employee. The external environment will also dictate the demand for workers. Every firm should also consider issues such as market stability, consumer demands, and potential competitors. This practice will ensure every firm is prepared for its future performance. The ‘next stage is forecasting internal supply’ (Nkechi 2013, p. 57).

The organization should consider issues such as employee turnover and the skills of its workers. The ‘potential source of workers is talent management pool’ (Nkechi 2013, p. 59). The firm can examine why more workers quit their jobs.

The third stage forecasts the level of external supply. Some considerations include international and local labor markets. Organizations should ‘consider specific external trends such as labor demands, unemployment rate, and workforce shortage’ (Onah 2OO7, p. 18). The fourth stage defines the success of HR planning. The stage makes it easier for a firm to formulate the best HR plan. The best plan must focus on targeted organizational outcomes. The major issues to consider include ‘talent management, outsourcing, downsizing, and succession’ (Budd 2004, p. 6). Training and learning are effective practices that can produce powerful outcomes. Managers should assign the best responsibilities to qualified persons in order to achieve the best results (Budd 2004).

Why HR Planning is not widely used in Organisations

Many organizations have been using the most appropriate tactics in order to become more effective. Such organizations understand the benefits of HR planning. It is notable that ‘modern studies have not described how HR planning can be combined with business objectives in an attempt to get quality results’ (Blyton & Turnbull 2004, p. 47).

This gap explains why many firms are not embracing the power of HR planning. Some companies do not recruit qualified employees to meet the targeted objectives. Such companies usually embrace different alternatives, such as outsourcing. This practice makes it impossible for such firms to embrace the power of HR planning. Some companies focus mainly on profitability. This approach makes it impossible for such firms to achieve their business objectives (Blyton & Turnbull 2004). Some companies fail to hire more employees in order to reduce their expenditures. This malpractice affects the effectiveness of the HR planning process.

Effective HR planning should always consider the future goals of the targeted business. However, many firms are unable to forecast their future labor costs and needs. This weakness affects the effectiveness of the HR planning process. Some business managers tend to focus on ‘specific business functions such as accounting, leading, and controlling’ (Blyton & Turnbull 2004, p. 48). A company such as Enron Corporation was focusing on deceptive accounting practices. This malpractice eventually made it impossible for the firm to achieve its business goals. Enron’s leaders ignored the importance of effective planning. The absence of a competent HR team makes it impossible for such firms to achieve their potentials. Recruitment planning is usually ‘practiced when the need for more labor arises’ (Armstrong, 2012, p. 29).

This scenario explains why many firms fail to undertake the best HR practices. Business organizations should, therefore, consider these gaps in order to support their HR planning processes. Companies such as Samsung Electronics and Starbucks Corporation embrace the best HR planning practices. HR planning has supported the performance of Starbucks Corporation. The HR planning process has made Starbucks a leading provider of quality services. It identifies the right workers to deliver the best services to its customers.


HR planning is a powerful practice that supports the goals of many business firms. Managers should analyze the needs of their organizations. The next approach is implementing a powerful HR plan that can produce the best goals (Williams & Adam-Smith, 2010). They should also monitor and evaluate the implemented HR plan. Modern studies support the use of HR planning because it produces the best business outcomes.

Employee Voice


Every employee wants to achieve the best personal and organizational goals. Managers should empower their employees using the most appropriate strategies, tools, and remunerations (McKenna & Beech 2014). This kind of empowerment will ensure such workers promote targeted organizational goals. Such employees should be part of every decision-making process. This discussion explains why employee voice is critical in every business organization.

Defining “Employee Voice”

Edwards (2003) defines ‘employee voice is the continued participation of workers in dictating and promoting the best organizational decisions’ (p. 18). However, many scholars define the concept of employee voice differently. The important observation is that such theorists support the positions of different employees within an institution. Managers should address the needs and rights of their workers in order to get the best outcomes. Workers ‘should have a say over various organizational activities’ (Edwards 2003, p. 37). The practice will ensure every firm achieves its goals within a short duration. The core concepts of employee voice include empowerment, teamwork, communication, and engagement (Purcell 2014).

Critical Analysis of Employee Voice

The voice of every employee is critical to the success of an organization. Some scholars have identified unique practices that can support the voice of an employee. These practices have the potential to produce the best institutional goals. The first strategy for effective performance is employee engagement. Workers should be encouraged to be part of every decision-making process. This form of engagement will encourage more workers to work as teams (Purcell, 2014). The second concept is employee involvement (McLeod & Clarke, 2012). Managers should ensure their workers are involved in every business process. This process will support the changing needs of different stakeholders.

Businesses have unique strategies for achieving their goals. The employees in a specific firm should be encouraged to participate in different business practices. For instance, targeted workers should be involved in every problem-solving process. They should be encouraged to formulate appropriate policies and standards that can deliver the best results (Vries, Bakker-Pieper & Oostenveld 2010). Google Incorporation is a good example of firms that support the voices of their workers.

Many employees in this firm have innovated quality products that continue to support the company’s goals. This practice encourages workers to form fluid teams. Such teams attract employees from different social backgrounds. Diversity is what supports the needs of these teams. The strategy encourages more workers to work as teams. They also ‘speak in one voice, thus achieving the best outcomes’ (Purcell 2014, p. 24).

Some studies have criticized the significance of employee voice in an organization. According to such researches, the decision to empower more employees encourages them to become reluctant (McLeod & Clarke 2012). The approach might also affect the effectiveness of an organization. This problem arises when employees fail to follow their leaders. However, many scholars continue ‘to support the importance of employee participation and empowerment’ (Purcell 2014, p. 25).

Such analysts have identified powerful practices that can produce the best outcomes. The first approach towards successful organizational performance is empowerment. Employers should support the changing demands, rights, and expectations of their workers. Managers should use ‘effective techniques such as training programs, remunerations, and problem-solving strategies in order to support their employees’ (McLeod & Clarke 2012, p. 3). Some ‘practices, such as work-life balance and motivation, can produce the best outcomes’ (McLeod & Clarke 2012, p. 3).

The above practices will support the voice of every worker. Managers should ensure their employees work as teams. Such teams will use collective decisions to address different organizational problems. They will also share their skills and competencies in order to achieve their goals. A proper HR planning strategy is critical towards supporting the demands of the firm (Gennard & Judge 2010). An empowered employee works harder in order to get the best business objectives. Some companies are using this concept in an attempt to emerge successfully. For instance, Coca Cola Corporation has always been empowering its workers. Such workers offer the best ideas in order to make the multinational firm successful. Managers collaborate with their followers, thus producing the best organizational outcomes.

Business firms should, therefore, embrace these ideas because they can support their potentials. Managers and leaders should also use powerful strategies whenever addressing the needs of their respective employees. The practice will promote ‘new concepts such as effective communication, coloration, participation, and teamwork’ (Dromey 2012, p. 3). These tools can support the objectives of every business organization.


The voice of an employee is relevant to a company. Some employees possess powerful skills and competencies that can promote the performance of an organization. That being the case, managers should use powerful incentives to support the needs of their workers. Such employees should be allowed to make accurate decisions that can promote the efficiency of the targeted company. Theories of organizational behavior support ‘the use of different empowerment strategies such as remunerations, work-life balance, rewards, and insurance covers’ (Dromey 2012, p. 6). The important goal is ensuring every company becomes successful.

List of References

Armstrong, M. 2012. Armstrong’s Handbook of Human Resource Management Practice, Kogan Page, London. Web.

Blyton, P & Turnbull, P. 2004. The Dynamics of Employee Relations, Palgrave Macmillan, Basingstoke. Web.

Bratton, J & Gold, J. 2012. Human Resource Management: Theory and Practice, Palgrave Macmillan, Basinzgstoke. Web.

Budd, J. 2004. Employment with a Human Face: Balancing Efficiency, Equity, and Voice, Cornell University Press, New York. Web.

Dromey, J. 2012. Meeting the Challenge: Successful Employee Engagement in the NHS. Web.

Edwards, P. 2003. Industrial Relations Theory and Practice. Blackwell, Oxford. Web.

Gennard, J & Judge, G. 2010. Managing Employment Relations. CIPD, London. Web.

Lam, S & Schaubroeck, J. 2011. ‘Integrating HR Planning and Organisational Strategy’, Human Resource Management Journal, vol. 8, no. 3, pp. 5-19. Web.

Leat, M. 2007. Exploring Employee Relations, Elsevier, Oxford. Web.

McKenna, E & Beech, N. 2014. Human Resource Management: A Concise Analysis, Pearson, Harlow. Web.

McLeod, D & Clarke, N. 2012. Engaging For Success: Enhancing Performance Through Employee Engagement. Web.

Nkechi, A. 2013. ‘Human Resource Planning and Employee Productivity in Nigeria Public Organisation’, Global Journal of Human Resource Management, vol. 1, no. 4, pp. 56-68. Web.

Onah, F. 2007. Strategic Manpower Planning and Development, Great AP Express Publishers Ltd, New York. Web.

Purcell, J. 2014. ‘Can Employee Voice and Participation Unlock Employee Engagement’, Insights, vol. 15, no. 1, pp. 23-29. Web.

Vries, R, Bakker-Pieper, A & Oostenveld, W. 2010. ‘Leadership = Communication? The Relations of Leaders’ Communication Styles with Leadership Styles, Knowledge Sharing and Leadership Outcomes’, Journal of Business and Psychology, Vol. 25, No. 3, pp. 367–380. Web.

Williams, S & Adam-Smith, D. 2010. Contemporary Employment Relations: A Critical Introduction, Oxford University Press, Oxford. Web.

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