Human resource planning is important for helping both organizations and employees to prepare for the future but you might be thinking “Are not things always changing?” for example, a few years ago, the legal profession seemed to be a good field. But it is now very crowded. So what is the value of planning? The answer is that even an imperfect forecast of the future can be quite helpful. Consider weather forecasts. You can probably think of occasions when it snowed, even though the television weather forecaster predicted there would be no snow. Conversely, you can probably think of times when it did not snow, even though the weather forecaster predicted a foot of snow by the next morning. You may be surprised to learn that as inaccurate as weather forecasts sometimes seem to be many organizations pay a forecasting service for regular weather updates. The reason for this is quite simple. Even a production that is sometimes wrong is better than no forecast or production at all. Perhaps the best example is the stock market. If someone had even a fairly accurate way to predict which stocks would go up and which stocks would go down, that person could make a great deal of money investing in the stock market, even though there would be some mistakes. The key is whether one’s production tool improves the chances of making the right decisions. Even though the predictive tool may not be always accurate, as long as it is more accurate than random guessing it will result in better decisions.
The same point applies to human resource planning. Even though neither organizations nor employees can look into the future, making predictions can be quite helpful, even if they are not always accurate. The basic goal of human resource planning, then, is to predict the future and, based on these predictions, implement programmes to avoid anticipated problems. Very briefly humans resource planning is the process of examining an organisations or individuals future human resource needs (for instance, what types of skills will be needed for jobs of the future) compared to future human resource capabilities (such as the types of skills employees or you already have) and developing human resource policies and practices to address potential problems, for example, implementing training programmes to avoid skill deficiencies.