Human Resource Planning
The following is a report on human resource planning for the European Club. Currently, the European Club is witnessing serious human resource challenges from high employee turnover, low morale from employees, and a general lack of proper leadership and management within the human resource department (Ahsan, 2014). Therefore, the consultancy firm has been recruited to develop a plan that will serve as the basis for human resource policy development for the European Club. The human resource planning process is ideal as it will formulate a plan to fulfill the future endeavors of the European Club, which is currently undergoing renovations. As such, the present human resource planning will forecast on the human resource needs and the supply of employees (internal and external) given the renovations of the establishment.
Human Resource Plan
The first step entails the forecast on demand regarding the human resource department. Given that the business is renovating all its business segments, a forecast on the HR demand needs is necessary (Ahsan, 2014). With that being said, the first phase is to forecast the product and service. The business provides three types of services: bar, restaurant, and entertainment. Each business segment has unique products and services to offer (Ahsan, 2014). The forecast in this section will require an understanding of business operations, including peak and off-peak seasons, type of service rendered with a specific focus on the restaurant and bar, as well as the entertainment management section. The European Club is an establishment that has a long list of patronages and walk-in clients. The clientele indicates that there is a need for a specific type of service for each business segment.
The demand for the type and level of service provided at the establishment may have consequential effects on the retention of workers (Koltnerová et al., 2012). Currently, the business is experiencing high turnovers due to disgruntled employees with the management system. The need to revitalize the management system may have a positive effect on the retention rates of the workers. However, the unprecedented rates of terminations and resignations need to be accounted for within each business section (Koltnerová et al., 2012). The expectation is that with the new human resource policy, most of the employees may not meet the qualifications threshold to be set out. It is usual for a business to experience high turnover during the implementation of a new human resource policy. On a positive note, it will allow the management to have a unique perspective and new employees to manage under the revitalized organizational culture and policies.
Technological changes are also factors to consider for the European Club. The renovations indicate the business seeks to modernize its operations to better suit its clientele. In this change, the present employees may not have the technical know-how in the operation of the new technologies (Ahsan, 2014). Managers have to come up with a human resource policy and plan on how to train the employees. The proposition would be to train the employees in-house through outsourcing services of the training from other consultancy firms. It is a cost-effective process that will guarantee results for the business.
Human Resource Requirements
The plan is to analyze how well the human resource policy will be integrated into the business. The first option includes the use of management judgment. Managers have first-hand experience in dealing with employees (Ahsan, 2014). Based on their analysis, they will be able to determine what the best relationship to incorporate for the workers is and how it will impact the establishment’s unique culture. Additionally, the managerial judgment is crucial in determining how well to place the workers and how to train them during the renovation period. It could entail training the workers on a rotational basis, which is cost-effective and does not interfere with the business operations during the renovations.
The other includes analysis using trend and regression analysis. The proposition is to use the consultancy firm to evaluate the future needs of the staff in line with the sales revenues, the volume of production, and personnel (Koltnerová et al., 2012). The merit to incorporating analysis on regression and trend is to determine the establishment’s past mistakes in handling employees and what new human resource policies will do to the personnel and how it will impact the business in the future.
Human Resource Supply
The subsequent step involves determining the human resource supply. Management has to decide whether it will be able to procure a new set of personnel or whether it will not be able. Based on the analysis done, the business executives will know if there is feasibility in retaining the current employees or acquiring new ones (Koltnerová et al., 2012). Supply forecasting, therefore, will comprise measures on employee statistics. They include a business policy on the allowance for absenteeism, internal movements, promotions, resignations, turnovers, and changes in working conditions, including hours of work. To know what the business will gain or lose from these measures, a human resource supply needs to be conducted. The analysis shall entail the following:
Human Resource Programming
The final step is the combination of the analysis done on demand and supply forecast on HR. The phase is pivotal in determining whether the business’s financial statements align with the HR requirements (Ahsan, 2014).
Human Resource Implementation
The implementation of the plan will require strategic action programs. These action programs can include recruitment, selection and placement, training and deployment, succession plan, redundancy plan, and retention plan (Ahsan, 2014). However, caution should be taken in determining if the business has the right revenue allocation for the processes.
Control and Evaluation
The European Club needs to have an action plan on the budget, target, and standards it shall set out regarding HR policy. To achieve this, managers will be allocated specific responsibilities in the implementation and provision of situational reports on each stage of HR policy (Koltnerová et al., 2012). It can include the number of employees recruited, trained, and placement programs. It can also include a detailed report on the budgetary analysis and cost of hiring each employee for annual business reviews.
References
Ahsan, M.A., 2014. Human Resource Planning.
Koltnerová, K., Chlpeková, A., Samáková, J., 2012. The Importance of Human Resource Planning in Industrial Enterprises. Res. Pap. Fac. Mater. Sci. Technol. Slovak Univ. Technol. 20, 62–67. https://doi.org/10.2478/v10186-012-0012-7