Barriers to HRP
Human Resource Planners face significant barriers while formulating an HRP. The major
barriers are elaborated below:
1) HR practitioners are perceived as experts in handling personnel matters, but are not
experts in managing business. The personnel plan conceived and formulated by the HR
practitioners when enmeshed with organizational plan, might make the overall strategic
plan of the organization ineffective.
2) HR information often is incompatible with other information used in strategy formulation.
Strategic planning efforts have long been oriented towards financial forecasting, often to
the exclusion of other types of information. Financial forecasting takes precedence over
HRP.
4) Conflict may exist between short term and long term HR needs. For example, there can
be a conflict between the pressure to get the work done on time and long term needs, such
as preparing people for assuming greater responsibilities. Many managers are of the belief
that HR needs can be met immediately because skills are available on the market as long as
wages and salaries are competitive. Therefore, long times plans are not required, short
planning are only needed.
5) There is conflict between quantitative and qualitative approaches to HRP. Some people
view HRP as a number game designed to track the flow of people across the department.
Others take a qualitative approach and focus on individual employee concerns such as
promotion and career development. Best result can be achieved if there is a balance
between the quantitative and qualitative approaches.
6) Non-involvement of operating managers renders HRP ineffective. HRP is not strictly an
HR department function. Successful planning needs a co-ordinate effort on the part of
operating managers and HR personnel.
Overcoming the barriers
To overcome these barriers it is necessary to keep a track of following:-
1. conduct a preliminary analysis of needs and requirements
2. formulation of the strategy
3. enlist support for the strategy
4. assess all possible barriers
5. prepare action plans
6. project-manage implementation
7. follow up and evaluate progress so that remedial action can be taken as and when
necessary.
Question 5
Performance Management Helps to Boost Employee Engagement and Productivity.
Engaged employees stay longer, actively involve themselves in the workplace and produce
better results. Improving levels of employee engagement is the key to boosting
productivity and maximizing ROI.
Performance Management Helps to Boost Employee Engagement and Productivity
Engaged employees stay longer, actively involve themselves in the workplace and produce
better results. Improving levels of employee engagement is key to boosting productivity
and maximising ROI. Performance management, done well, is a vital tool for having
engaged employees.
But how can we use the best performance management to improve levels of employee
engagement?
Continuous performance management creates an ongoing dialogue and an atmosphere of
trust, support, and encouragement. It also helps develop a relationship between employee
and company. If an employee is aware that their manager and the business cares about
what they are doing and is dedicated to helping them do better and progress their career
— they are far more likely to engage with the company.
Consider a business where managers only speak to their employees once a year about their
progress. For most of the time, the employee is not connected to the direction of the com-
pany or team. There is little consequence, need or benefit to engaging. However, when a
company is consistently engaging with its employees, encouraging them to grow, and set-
ting goals that stretch and develop them, there is a genuine connection and increased likeli-
hood of”discretionary effort.”
Performance Management Helps to Create Employee Development Strategies
Continuous performance management means you are proactively developing employees by
covering their development needs. With regular catch-ups, you can pursue continuous per-
formance improvement, as you frequently meet to discuss each employee’s performance,
possible development opportunities, and development plans. By combining this with flexi-
ble personal development objectives, businesses can cultivate talent in a way simply not
possible with once or twice yearly performance conversations.
Use the information you collect about an employee’s past performance and current efforts,
and the discussions you have, to grow their talent. Use strategies that not only play to
employees’ strengths but also reflect the direction the business is heading.
Having a consistent understanding of your employees’ abilities, an agile platform that allows
you to regularly shift priorities — and focus on new areas of development —produces an
environment where your workers are constantly moving in a direction that provides the
maximum possible benefit to your company. By failing to consider the importance of per-
formance management, the employee-business focus can become misaligned, goals can
become irrelevant and employee potential squandered.
Performance Management Allows for the Exchange of Feedback
The importance of feedback in performance management cannot be overstated. Employees
want feedback — and they want it regularly. They need (and deserve) to know how they are
performing and how they can improve. Furthermore, they should have the opportunity to
give feedback on their company and management. This is the only way company processes
can evolve and become more streamlined.
These are some of the reasons why performance management is important to employees
Training and growth is an important role in an ever-evolving and fast-paced business
environment. One of the lowest items on the priority list of most businesses is training and
growth. When it's organized, it is often at the persistence of the human resources
department. However, in arranging adequate training and development sessions for staff,
there is a tremendous value. Training helps staff to learn new skills, sharpen existing skills,
perform better, improve productivity, and be better leaders. Since a business is the sum
total of what staff individually accomplish, companies should do everything in their power
to ensure that staff performs at their best.
Here are a few reasons that show the significance of training and development.
New Orientation on Hire - for new hires, training is especially necessary. This can be
achieved by anyone inside the company and can act as a forum for bringing new hires up to
speed with the company's processes and resolving any skill gaps.
tackle errors - there are some shortcomings for any person and training and development
helps employees figure them out. for example, split the entire headcount into many
categories to provide targeted training that is applicable to those groups - sales training,
first-time executives, middle management, senior management, executive leadership.
Quality Improvement - it is clear that the performance of an employee increases as flaws
and shortcomings are addressed. However, preparation and growth also go on to amplify
your abilities and learn new skill sets. To target specific individuals, it is necessary for an
organization to break down the training and development needs. These typically revolve
around product development training, QA training, PMP, among others, where different
programs are supported by internal and external process experts.
Employee satisfaction - a business that invests in training and growth appears to have
happier workers in general. The activity, however, needs to be important to the staff and
one from which they can learn something and take it back. If training and growth become
boring and dull, it will be useless, and staff attends it merely because they have to. We
emphasize industry-specific training as a business and send many staff to international
workshops and conferences that can be helpful to them.
Increase productivity - productivity depends not only on staff but also on the technologies
they use in a rapidly changing environment. Training and development go a long way
towards keeping workers up-to-date with emerging innovations, allowing better use of
existing ones, and then discarding the obsolete ones. This is a long way to get things done
quickly and in the most positive manner.
