HR-PLANNING WITH ANY HRMS

In short, human resource planning includes all processes that have the goal of calculating, achieving and then maintaining the ideal human resource situation. This is achieved through the holistic management of all human resources along the value chain.

For this purpose, human resource planners try to understand the entire employee lifecycle in order to anticipate needs and shortfalls and to cover the human resource requirements envisaged by the strategic growth targets. The better the planning, the better the implementation.

Personnel deployment planning: Shift schedules, task distribution and project assignments fall under personnel deployment planning.


Staff redundancy planning: Takes place within the framework of staff requirement planning and includes not only staff reductions but also outplacement offers and the planning of severance budgets - this is where linking the finance area pays off.


Personnel development: Further and advanced training, potential analyses, retraining, candidate selection, the assessment of employees and the entire onboarding process fall within the scope of personnel development.


Personnel requirement planning: The supreme discipline, personnel requirement planning calculates from all available data how many employees are needed in which positions with which skills - now and in the future.


Recruitment planning: You have determined in personnel requirements planning that you need more people - so you start recruiting. All related processes fall under recruitment planning. With defined key figures, classically for example Time-To-Hire and Time-To-Fill, recruitment performance can also be measured and optimised accordingly.


Personnel cost planning: Salaries, salary bands and all ancillary wage costs and fringe benefits fall under the heading of personnel cost planning. Integrated personnel planning with bdg automatically generates the relevant cost centres in addition to the general personnel planning.

Integrated human resource planning is achieved by closely linking the planning processes in human resources with those of the finance department, which in turn are also linked to the organisational units that generate human resource requirements - production centres, departments, etc. The advantage of integrated human resource planning is that it makes it possible to identify human resource needs based on certain parameters, which are usually derived from strategic business planning, but also from other factors. 

In fact, integrated human resource planning is only possible with appropriate planning applications, such as the one we are promoting here. The added value of such tools comes from the shortening of planning cycles with a simultaneous increase in planning quality as well as management consolidation and the immediately noticeable reduction in coordination rounds between management and decentralised organisational units.

In fact, this question is very complex, it has to be differentiated. Acute personnel needs in a certain occupational group can be calculated very easily on the surface. You only have two horn players in your orchestra, but the piece you are rehearsing calls for eight? There you have your personnel requirement - six. 

For companies, it actually works the same way, only scaled across all company divisions and stretched over the entire planning period while taking various factors into account.

You calculate the basic staffing requirements from your available FTEs and the required FTEs for all occupational fields in all departments and then you approximate fluctuation, retirements, absences due to illness, parental leave, order cancellations, etc. using your personnel data or analytics to calculate the additional requirements. In many sectors, there are also seasonal extra requirements. And to be on the safe side, critical skills should generally be available redundantly, preferably distributed in different areas of operation. This way, you can counteract vacancies when they occur.

You need a powerful planning tool for personnel requirements planning, but it really gets down to the nitty-gritty when it comes to strategic personnel requirements planning.

Strategic HR demand planning goes one step further, taking the whole data set and calculating a multiplier based on your growth rate and your strategic goals. Many use special parameter matrices for scenario simulation for this. 

The objective is, of course, to calculate at the strategic level, i.e. usually years in advance, when and where which skillsets are needed in which numbers in order to set the course accordingly at an early stage. 

For our part, we can connect any pre-system. The prerequisite is that your tool provides a free API for developers, most do ... we have also linked most of them before. Challenges can arise with in-house developments, but we have a large repertoire of solutions and an experienced team that will find a way.

If in doubt, just ask.

xP&A stands for "Extended Planning and Analytics" and essentially describes the idea of transferring planning and analysis processes that have been established in the finance department (FP&A, financial planning and analytics) to other departments within the company. Be it budgets, personnel costs, expenses or other data - every department in every company is connected to the finance department in one way or another. This connection is strengthened in xP&A approaches. It's about data aggregation, management consolidation and increased efficiency at all levels.

We would be happy to present this integration of the different areas in the context of our 'Collaborative and Connected Decision making Platform' in a demo, which you can book here on this page, among other places.