Construction of a human resource plan

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Contents
Task 1.................................................................................................................................................2
1.1 Introduction..................................................................................................................................2
1.2 Criteria to identify the human resource for a work area ..............................................................................2
1.3 Techniques to assess capabilities to meet objectives ..........................................................2
1.4 Construction of a human resource plan..............................................................................3
Task 2................................................................................................................................................4
2.1 Introduction..................................................................................................................................4
2.2 Assessment Techniques for staff (Appraisal methods)........................................................4
2.3 Development of personal development plan.......................................................................5
2.4 Agreeing on personal development plans with individuals by organization.........................5
Task 3................................................................................................................................................6
3.1 Introduction..................................................................................................................................6
3.2 Supporters and Activators for PDP.....................................................................................7
3.3 Review of plan and monitoring of progress.........................................................................7
3.4 Evaluation of plan on its completion and its contribution to the objectives.........................7
3.5 Conclusion ...................................................................................................................................8
References ..........................................................................................................................................8

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Task 1.
1.1 Introduction
Human Resource in an organization is the key to organizational success and development. It
comprises of the workforce that is selected through proper selection and recruitment process and
then trained to develop the required skill set to perform a certain task effectively and efficiently. The
better the human work force of an organization is developed, the better the organization is equipped
to meet the challenges of modern day business. Business do not operate in a vacuum but rather in a
dynamic environment that has a direct influence on how they operate and whether they will achieve
their objective (Gitman & McDaniel, 2008)This assignment discusses the various criteria that are
required to identify the human resource for a work area and also aims at identifying the techniques
to assess the capabilities to meet team objectives along with the development of a sound human
resource work plan.
1.2 Criteria to identify the human resource for a work area
A fundamental pre – requisite to the economic development and growth is the availability of the
skilled and competent labor (Al – Lamki, 2000) In order to identify the human resource requirement
for a work area, it is important to first divide the tasks and responsibilities associated with the area.
These tasks may be later divided or subdivided depending upon the kind of specialization that they
require. The next step is to analyse the requirements for the job. These may include the skill set
required, the technical competence required, work experience required if any. This is called as
creating a job analysis. Job analysis is the process of obtaining information about jobs by
determining the tasks, duties and activities of those jobs (Bolhander & Snell, 2010) This is to be
followed by Job description and job specification. Job description is the detailed description of the
duties and responsibilities for a particular position while job specification is concerned with the
qualifications that are required to perform the job and they include education, physical
characteristics, experience, training, personality skills, and the degree to which each is needed for the
every job (Tanke, 2001) Thus with the help of all the above the criteria to identify human resource
for a work area can be sufficiently developed.
1.3 Techniques to assess capabilities to meet objectives

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It becomes very important to assess the capability of the human work force that you have selected
to perform the above mentioned jobs and responsibilities. Now that you have a list of what you are
looking for, it becomes easy to assess whether the human work force will be able to get along with
the requirements to meet the objectives or not. The purpose of the assessment at this stage is to
match the requirements for the job with the workforce characteristics. If they remain unmatched, or
if the workforce does not have what the job demands, the objectives cannot be achieved. The
techniques available to do this are mainly interviews, structured interviews, assessment centers,
psychological tests, bio data etc. Of the many available, two of them namely assessment centers and
psychometric tests are highly useful as they help in identifying whether the human resource will be
capable to meet the desired objectives or not. The assessment centers focus on their interpersonal
skills, analytic skills, leadership skills, sensitivity, tolerance etc. The psychometric tests are more of a
psychoanalytic test that aims at doing a background check to understand the orientation of the
candidate.
1.4 Construction of a human resource plan
The construction of a human resource plan aims at integrating all the above mentioned step to fit
within a time frame under which the work force can be up and running. Therefore, the work force
plan will have the following steps in sequential order
1. Need Assessment
The first step in the construction of human resource plan is need assessment. This is when
the human resource department defines the need for the creation of a separate position or a
number of positions.
2. Job Description, analysis and specification
Job description, analysis and specification are done prior to the hiring and recruitment
decision so that the recruiters and selectors now what are they looking for
3. Recruiting
Recruitment is the process of inviting a pool of applicants to apply for a specific position.
4. Hiring
Hiring is the selection of the right candidate for the right position and is done after the
candidate is assessed with the help of various techniques like psychometric tests, assessment
center activities etc.
5. Monitoring and evaluation of performance
The human resource plan does not end at hiring. Rather it continues to provide monitoring
and feedback to the candidates in order to evaluate their performance.
6. Feedback

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Feedback is always important as it helps the employee to know his lacunas and work on
them with the help of training to develop individually.
The development of an effect HRP or human resource plan requires many steps to be taken.
However what lies in the center is the matching up of the objectives of the organization with the
individual and career goals of the candidate. Finding the right people for the right job that have all
the necessary skill set remains very important for the success of any HRP.
Task 2
2.1 Introduction
Human Resource Management is an important discipline I management that deals with taking care
of all the activities and tasks related to the workforce in the organization. As the business
environment becomes more competitive, firms' human resources (HRs) become more important to
firm success. (Wright & McMahan, 2011) This includes everything right from the selection and
recruitment of the employees to the exit formalities and everything in between. The human resource
department is also responsible for the training and development of the employees to make sure that
the organization has a team of competent and capable work force that is able to meet up to the
challenges of the business environment. Conducting specialized training courses to the workers in
the human resource management in the aim to encourage them to work with high efficiency
(Alabduljader, 2012)
At the same time the human resource department or management also has to make sure that proper
assessment and feedback is given to the employees so that they can focus on their own personal
development which will be an advantage to the organization. It is very important that every
employee finds the organization to be a perfect place to achieve their own personal objectives so
that they stay with the organization in the long run.
2.2 Assessment Techniques for staff (Appraisal methods)
Performance appraisal techniques for assessment are laid down by the human resource management
to keep a check on the performance of the employees. There are various tools by which the
performance of the employees at work can be assessed or appraised. Following are a few of them:-
a) MBO

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MBO or management by objectives is a very famous, recognized and well laid strategy that
can help the manager in assessing the performance of the employee. In this technique, the
performance appraisal is done against the objectives of the organization. MBO is a tool
where in the managers set the objectives or targets for the employees and the performance is
assessed on the basis of the achievement of objective.
b) Critical Incident Method
This is an appraisal method where the supervisor makes a note of specific incidents where
the employee either failed to achieve target, or performed poor or even maybe surpassed
expectations and successfully completed his work. This detailed anecdote can also help the
supervisor to critically comment on the employees’ performance.
c) 360 degree appraisal
This is a unique performance appraisal technique where the feedback for the employee’s
performance is collected from all possible people who are in the professional ability to
comment on the employee’s performance. This may also include self assessment.
d) Performance ranking method
In this method the performance of all employees is compared with each other and then they
are ranked according to their performances.
2.3 Development of personal development plan
A personal development plan is devised to ensure that during their time with the organization the
employee develops his profile, his skill set and other traits to ensure that they too get a chance to
grow with the organization. However it is to be noted that a personal development plan is not only
developed by employees. It can be developed by anybody to help get better at work performance, or
relationships, career, education and other related aspects of life. The development of personal
development plan or PDP is therefore
PDP or personal development planning is more of an action based planning that involves the setting
up of individual and personal goals It is basically a plan where in an employee or any individual for
that matter focuses on his personal growth and development and devises means of achieving them
in the right time frame. It may include the skills gathered during the specific period of time, future
dreams, ambitions and aspiration, long term and short term goals of the individual. These plans are
personal however sometimes are asked to be presented to the employers so that they may select the
right candidate whose plans match with the plans of the organization for strategic management in
the long run.
2.4 Agreeing on personal development plans with individuals by organization

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The strategic teaming of the organization and the employees can only result in the sound success of
the organization. For this it is highly required and recommended that the management, before hiring
the candidates does a check up of the personal plans and evaluate them to understand whether they
meet with the long tern organizational goals or not. This is done because the organization would
always prefer to invest in a human resource that can be developed into an asset for long term. Hence
it become highly necessary for the organization to agree upon the personal development plan by the
individuals with the organization. . A focus on strategic capabilities and strategic jobs as the focal point of
workforce management system design represents a significant potential source of value creation for most firms( Huselid,
2011)
HRM or human resource management is not just about employing people and filling the positions.
The modern era has demanded for a strategic HRM to replace the traditional HRM that focuses
more on the needs of the organization and the individuals in the long run. It is important to
therefore understand that unless the management and the employee cannot work hand in hand
sharing common goals and objectives the development of the organization cannot take place.
Task 3
3.1 Introduction
The development of personal development plan is a very integral part of establishing a sound human
resource development process. This ultimately leads to time achievement of objectives, quality
output and performance. Personal development plans are written down by the employee themselves
however are evaluated by the managers and supervisors to ensure that the organization’s plan is in
accordance with the employee’s long term and short term objective. This helps the management and
the organization in investing in the right employee that can turn out to be an asset to the
organization in coming times with the right kind of training and development program. The benefits
of aligning the organizational goals with the employee’s goals are a plenty and the same falls under
the responsibility of strategic human resource management development programs that are needed
to perform better in fiercely competitive world. Strategic human resource practices are positively
related to knowledge management capacity which, in turn, has a positive effect on innovation
performance (Chen & Huang, 2009)

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Thus proper steps are required to ensure that the development of PDP or personal development
plan is not hampered and the employee is given an opportunity to work out his objectives and goals
to better understand his position in the organization.
3.2 Supporters and Activators for PDP
PDP or personal development plans are formulated by the employee and they are required to be
submitted for review to the supervisors or the managers. It is thus important that they are carefully
prepared and they highlight the all fine aspects of a PDP. A PDP is a well laid plan that talks about
the individual’s goals, ambitions, and objectives for both short term and long term. It also discusses
in detail the skill set that the employee has achieved or developed over a period of time, the various
advantages of training and development programs that the employee has attended. Though a PDP
can be developed by any individual with respect to his career goals, education, personal life and
relationships, is importance in an organizational set up is invaluable.
To create a sound PDP therefore, the employee needs the sound encouragement and support of the
management, the supervisor and the immediate boss. The initiation of the PDP also takes into
contribution from the staff and colleagues as they form a very important and inseparable part of the
employee’s orientation towards his career goals and his ability to achieve them.
3.3 Review of plan and monitoring of progress
The plan is reviewed by the immediate supervisor, the departmental manager or the human resource
manager to understand the implications of positioning the employee in a particular position. This is
done only to ensure that the employee has what the organization needs. Once the PDP is aligned
with the organizational goals and objectives, an employee’s progress is monitored. This gives a
holistic approach of development in the organization as the growth is planned, strategic and in
consistency with the plans for both the organization and the employees. Regular monitoring and
control is done by the supervisor and the employer is regularly provided a feedback on his Personal
development plan. Performance management thus focuses on an ongoing process of performance
improvement rather than primarily emphasizing annual performance review (Werner & DeSimone,
2009)
3.4 Evaluation of plan on its completion and its contribution to the objectives
The PDP when it is completed is evaluated on the basis of how it contributed to the organization.
The main reason why an organization requires an employee to submit a PDP is to check what
contribution the employee can make to the organization’s development while at the same time
ensuring that their own objectives are fulfilled. Hence once the plan is completed, it is necessary to

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consider the contribution of the plan to the objectives of the organization. It is only when an
organization will find an employee that meets all the requirement and also has a plan or PDP that is
closely aligned with its own objectives will the organization make the decision of hiring the
employee or continuing with him in the long run. The PDP forms a part of the strategic HRM that
has slowly replaced the traditional HRM. Human Resource Management is no more just about the
hiring of people to fill up jobs, it is more of hiring the right people with a matching objective set that
can be further developed with training and development to meet mutual objectives.
3.5 Conclusion
PDP or personal development plan is the best way to ensure that the employees goals are aligned
with the organizational goals and that the relationship is mutually beneficial to both the employee
and the organization. Commitment to your own personal development will enable you to contribute
your maximum to your company and make you a very valuable member of your team (Crawford,
2005) It proves that merely hiring talented and skilled people for the job who can match up with the
job analysis , job specification and job description are not enough. It is also not enough to only hire
them based on a human resource plan by assessing their skills and practices. The final step of
aligning the PDP is also a crucial step to ensure that the organization is staffed with the right people
at all times that meets all the requirements.
References
1. Bolhander, G. & Snell, S. (2010) Managing Human Resources. 15th
ed. South Western
Cengage Learning. Mason.
2. Tanke, M. (2001) Human resource management for hospitality industry. Delmar. Thomas
Learning.
3. Wright, P. & McMahan, G. (2011) Exploring human capital: putting ‘human’ back into
strategic human resource management. Human Resource Management Journal. Vol. 21; Iss:
(2)
4. Huselid, M. (2011) Bridging Micro and Macro Domains: Workforce Differentiation and
Strategic Human Resource Management. Vol. 37; Iss: (2)
5. Crawford, C. (2005) Corporate Rise: The X-Principles of Extreme Personal Leadership.
Jenkins Group Inc
6. Werner, J. & DeSimone, R. (2009) Human Resource Development. 5th
ed. South Western
Cengage Learning. Mason.
7. Gitman, L & McDaniel, C (2008), The future of Business: The Essentials, 4th
ed., South
Western Cengage Learning, Mason.

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8. Alabduljader, S. (2012) The extent to which human resources managers in the Kuwaiti Insurance Sector
perceived the modern roles human resource management. International Journal of Academic Research
in Business and Social Sciences.
9. Al – Kazemi, A. (2002) Managerial problems in Kuwait. Journal of Management
Development. Vol 21. Iss: (5)
10. Chen, C. & Huang, G. (2009) Strategic human resource practices and innovation
performance — The mediating role of knowledge management capacity. Journal of Business
Research. Vol. 62; Iss: (1)

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