Planners face significant barriers while formulating a Human Resource Planning. The major ones are following:
- Human Resource Planning practitioners are perceived as experts in handling personnel matters but are not experts in managing the business.
- People question the importance or making Human Resource Planning practices future-oriented and the role assigned to HRP practitioners in a formulation of organizational strategies. There are people when needed offer handsome packages of benefits to them to quit when you find them in surplus. When the task is so simple, where is the need for elaborate and time-consuming planning for human resources?
- Human Resource 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 Human Resource Planning.
- Conflict may exist between short term and long term Human Resource needs. For example, there arises 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 Human Resource needs can be met immediately because skills are available on the market as long as wages and salaries are competitive. Therefore, long time plays are not required, short planning is only needed.
- There is the conflict between quantitative and qualitative approaches to Human Resource Planning. Some people view Human Resource Planning as a number game designed to track the flow of people across the department.
- Non-involvement of operating managers renders Human Resource Planning ineffective. Human Resource Planning is not strictly a Human Resource department function. Successful planning needs a coordinated effort on the part of operating managers and HR personnel.