Human Resources Planning Exemple Business Essay Example

development as well as cutting-edge servers and supercomputers worldwide.

IBM leverages its expertise in consulting, engineering, and R&D to support clients worldwide in becoming more "smarter" amidst the increasing digital interconnectedness of the world. This involves collaborating with organizations and governments to develop systems that improve traffic congestion management, food safety, access to clean water, as well as public health and safety. To meet the demands of the 21st century, IBM has implemented a new corporate operating model that transforms it from a traditional multinational company into a globally integrated company with a highly skilled global workforce managed by a shared set of values. (LinkedIn 2011)

RECRUITMENT AND SELECTION PLANNING

The process of planning for recruiting and selecting employees is closely tied to an organization's human resource planning. It is important to note that human resource managers are responsible for organizing and supervising employee work, which establishes the crucial relationships necessary for employee performance within an organization. Managers utilize human resource planning to fulfill their responsibilities within an organization.

The text emphasizes the significance of human resource planning before the recruitment and selection process in order to comprehend how IBM Corporation benefits from its recruitment strategies. Many organizations neglect human resource planning, assuming it is a matter of common sense rather than a complex equation for the company's planners. This suggests that the true purpose of human resource planning is not fully grasped. It is well-known that companies utilize their material, financial, and human resources to generate revenues or profits.

We also understand that investing in a business always comes with a risk; therefore, planning the use of resources is how managers aim to reduce this risk, achieve their goals,

and generate profit for the company's survival. However, all companies will always seek to plan for their financial and material resources, whether for long or short-term plans, due to the unpredictable business environment. Why is planning for the most essential resource, human resource, still a topic of discussion? IBM Corporation, a leader in innovation, invests a substantial amount of money, over $6 billion per year, in its R;D unit to enhance the company's performance. The company's R;D department collaborates with several universities in the USA and Europe. As a result, IBM utilizes the findings from many surveys and research studies to improve its core management and corporate goals.

Today, IBM places a strong focus on workforce planning in order to meet the company's demand for human capital. Workforce planning informs an organization of the necessary skills needed to complete tasks. This means that all human capital strategies should be driven by workforce planning. The goal of workforce planning is to align an organization's people with its business plan to successfully achieve its mission.

Workforce planning ensures that an organization has the correct personnel with suitable qualifications for various occupations, at the appropriate time. It informs the organization about the specific skills required to perform these jobs effectively. Thus, workforce planning should guide all human capital strategies. By aligning an organization's workforce - its employees - with its business plan, workforce planning assists in achieving its mission. It ensures that the organization has the right individuals with the necessary skills for each job, at the appropriate time. (Ann Cotten, 2007).

IBM employs the seven-step work force planning model, originally developed by public sector organizations in the USA. This model

aims to achieve the following:

1. Establish the organization's strategic direction
2. Analyze internal and external environments
3. Evaluate the existing workforce
4. Predict future workforce demands and supply
5. Identify gaps and develop strategies to address them
6. Implement gap-closing strategies
7. Evaluate strategy effectiveness and make necessary revisions

In reality, human resource planning should be viewed as a process and an outcome that considers unpredictable fluctuations in both external and internal environments. It is not a rigid system but rather a dynamic one. Each company must adapt its own human resource planning model based on its unique circumstances since there is no universal approach suitable for all companies simultaneously. Despite these definitions, some may mistakenly perceive workforce planning as an inflexible "system" that must be implemented organization-wide to attain optimal results.

Although there is no standardized workforce planning plan, many organizations utilize a systematic approach to address it. According to Ann Cotton (2007, p13), human resource planning allows directors to evaluate multiple factors including recruitment and selection, employee retention, training and development, as well as performance management.

Recruitment and selection planning

The process of recruitment involves the identification and hiring of the most qualified individual, whether from within or outside the organization, to fill a vacant position. This is a crucial aspect of human resource management because the success of the organization relies on its employees. Recruitment has an impact on various aspects of the organization, including achievements, failures, innovation, sustainability, and growth (Shaun Tyson, 2006). The recruitment and selection process is ongoing as internal or external factors can affect the business at any given time. Managers must make decisions and take action in response to issues such as staff resignations or retirements, changes in the business itself (such as market

penetration or entry into new markets), and changes in business location or promotions. Consequently, recruitment is a dynamic process.

There are several main factors that indicate the enlistment and selection process:

• Occupation characteristics
• Applicant traits
• Recruiter attributes
• Enrollment policies

Now, let's concentrate on the enrollment policies that establish an environment for all concerns. These policies serve as a guide for the organization's business direction and overall vision. It is essential for companies to adhere to laws, regulations, and procedures. While legal regulations and requirements may differ across countries, market globalization tends to promote similar regulations worldwide for all corporations. Employment discrimination laws are generally accepted globally.

According to Shaun Tyson in 2006, the significance of Torahs in recruitment policies is clarified. The legal model encompasses various types of discrimination such as racial, gender, spiritual, age, and disablement favoritism. It also includes regulations regarding ex-offenders and mentions other areas. These laws influence the choices made in enlisting methods, advertisements, and procedures used. IBM is renowned for its recruitment policies, which emphasize the promotion of respect for individuals since its establishment. The company's directors prioritize their employees over the company's products.

In 1957, Tom Watson, the founder of IBM, expressed his desire for the company to be renowned for its exceptional respect towards individuals. He emphasized that no matter how big IBM grows, he wants it to be acknowledged as the company with the utmost regard for its employees. This focus on valuing IBM employees was formally established as one of the company's three fundamental principles. In 1926, Thomas J. Watson, IBM's founder, communicated to employees that "They say a man is known by the company he

keeps."

The workforces that a company keeps are a reflection of the company itself. IBM has implemented various plans, policies, and patterns to show its employees that they are valued. This includes an "open door" policy, the Speak! up plan, comprehensive employees' opinions surveys, and more. These efforts allow IBM to attract and retain the talented individuals necessary for their success.

Training

and development policies

In today's competitive market, companies strive to improve their benefits, productivity, and enhance employee performance.

Many companies use training and development plans to improve their corporate culture and reputation. However, IBM distinguishes itself by prioritizing the enhancement of its workforce through these programs. While already focusing on hiring qualified individuals, IBM acknowledges the significance of implementing training initiatives. As stated by Thomas J. Watson, the founder of IBM, "there is no saturation point in education".

Implementing development plans has several advantages. Many companies opt not to invest in such plans due to a lack of clear cost-benefit justification. However, Gartner (2007) states that employees who are untrained or inadequately trained require more support compared to their well-trained counterparts. This is particularly crucial for mobile workers who frequently work remotely and face networking challenges in various locations, regardless of the devices they utilize. Recent workforce changes indicate that training can have a positive impact on employee retention within a company.

According to the American Society for Training and Development in 2003, companies without proper preparation plans have higher employee turnover rates compared to those with excellent preparation and professional development plans. The benefits of training and development planning include:

• Increase in revenues: Investing in training programs can lead to higher revenues.
• Improvement in productivity and performance: Skills and knowledge are
  

crucial for business survival.

Evidently, training and development programs are closely tied to a company's success. By equipping employees with more tools and integrating training into decision-making processes, a company can easily achieve its goals, retain employees, and maintain a competitive edge. The growth potential of a business relies on the quality of its human resources. To acknowledge employees after their public presentation, management primarily demonstrates recognition by allocating financial resources.

To establish a wages system, directors always assess their employees. The wages system should be clear and fair for each employee. Referring to job rating, Shaun Tyson (2006) explains that it encompasses various techniques for analyzing and evaluating job content in order to classify it in relation to other jobs and the market. To prevent inequalities in rewards systems, it is important to establish a general model that incorporates common characteristics of these different rating techniques. These characteristics include:

- Job rating focuses on differences in the work itself, rather than differences among individuals.
- The "content" of the job is considered, including the tasks being performed, the skills utilized, and the actions taken. This information is typically obtained through job analysis.
- There are predetermined standards or factors by which each job is measured. These may describe the job as a whole or its individual components.

and salary scales that encompass a range of evaluated positions.

In fact, there are many purposes for assessing employee wages. It is also influenced by government regulations and laws. We will not explore this topic further.

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One important aspect that companies should consider is viewing their employees as individuals. Each person has their own expectations and needs in social aspects of life. Neglecting this aspect might result in a failure to reward employees within a company. Compensation and promotions are not the only methods of recognition; many organizations, such as IBM, incorporate a strong culture of appreciation into their corporate goals. This helps employees feel safe and secure, ultimately improving their performance, commitment, and loyalty to the company.

In 1970, IBM president Thomas J. Watson, Jr. emphasized that mere money and title are not enough to satisfy the individuals who contribute to the greatness of IBM. The most crucial factor is the recognition and appreciation of the specific expertise they bring.

We all desire to receive recognition and we should all be quick to give it as well. I am confident that in most cases, if you pay thoughtful attention to your employees, they will take care of the tasks at hand. This perfectly exemplifies the administration at IBM. They prioritize individuals, which has made them the most successful IT company. Consequently, every scientist or employee would aspire to work there and perform well, especially in the past decade.

CONCLUSION AND RECOMMENDATIONS

The significance of enlisting,

choice, preparation, development policies, motive, and labor assessment in achieving corporate goals has been emphasized in our study. Human resource capital is undoubtedly the most important asset for any organization. While some experts argue that managing human resources is primarily a matter of common sense, the changing environment and increasing competition in the economic market necessitate efficient utilization of this asset to achieve corporate objectives and generate profits. Efficient management of human capital is a key factor for the success of corporations like IBM. In 1969, IBM president Thomas J. Watson, Jr. acknowledged the importance of this approach.

According to an email sent to the management team, the core belief of IBM is to show respect for individuals and their rights. In line with this principle, IBM aims to support each employee in developing their potential and utilizing their abilities effectively. They also emphasize rewarding and promoting based on merit, as well as maintaining open communication between managers and employees, allowing for fair hearings and resolutions of disagreements.

Human resource planning plays a crucial role in helping organizations establish a meaningful connection between their workforce and corporate goals. Without this connection, a company's business can easily suffer. Therefore, it is highly recommended for companies seeking to enhance their performance to consider IBM corporate as a model, especially in today's highly competitive market.