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.
3) 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.
4) 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.
5) Non-involvement of operating
managers renders HRP ineffective. HRP is not strictly an HR department
function. Successful planning needs a co-ordinated effort on the part of
operating managers and HR personnel.
Thanks for sharing this barrier to human resource planning. It helps every Recruitment Agencies in Dubai to provide best outcome for their clients.
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