2.1.2—Human resource planning factors

Human resource planning compares the people an organisation will need with the people and skills it is likely to have, then chooses how to close the gap.

Forecast demand from strategy, sales, technology and workload. Check supply using current skills, turnover, retirements and labour-market conditions. A shortage may call for recruitment or training; a surplus may lead to redeployment, reduced hiring or redundancies.

If an online retailer expects a seasonal surge, it can compare forecast orders with available warehouse hours. Temporary staff may close a short peak, whereas automation or reskilling is more relevant to a permanent capability gap.

A forecast is not a guarantee. State the assumption behind the demand estimate and distinguish a temporary numerical shortage from a long-term skills mismatch.

Apply the syllabus factors to the planning gap. Demographic change can alter retirements and the age or skills available; greater labour mobility and immigration can widen external recruitment supply, while restrictions can narrow it. Flexi-time can help match staffing hours to demand and improve retention, but complicates coordination. The gig economy can provide rapid numerical flexibility, but may weaken continuity, firm-specific skills and employee commitment. Classify each influence as internal or external, then trace whether it changes the number of workers required, the skills required, the available supply or the preferred working pattern.