Lesson 2

Personal planning
Ing. Zdeněk Brodský, Ph.D.

Institute of Economics and Management
Office No. 09034, Studentská 84,
Pardubice
Email: [email protected]
Phone: 46 603 6371
Planning
 „Planning is a process, which claims an
intellect; it claims to counsciously determine
the running of activities and to found our
decision on goals, knowledges and
important.“
 „Planning comprise the activities, which are
focused on future goals establishing and on
means to attain this goals. The outcome of
planning function is a plan.“
Personal planning
 „the personal planning aspire to prediction
the future requirements on organization. It
wants to identify, which human resources (in
term of count and structure) can realize this
pretensions“
Personal strategies
 complex – they are dealing with changes of
company culture and ethics – they are a
response of organization on „macro“ changes,
e.g. globalization is often mentioned,
 specific – the change of executing HRM – e.g.
developing strategies, employee relations
strategy or recruitment and employee selection
strategy.
Plans based on time activity
 short-term personal plans (generally into one
year, e.g. employee acquisition),
 medium-term personal plans,
 long-term personal plans (five and more
years, e.g. retirements, in special literature are
more often mentioned career and education
development plans etc.).
Types of personal plans
 employees acquisition and selection plans,
 employees farther education plans (based on needs
and financial possibility of company),
 labour deployment plans (harmonizing personal
career and needs with company prospects),
 appraisal plans (who, when, methods, how
much…),
 compensation plans (based on company financial
sources)
 employees superannuation and dismission plans.
Personal planning activities
 environment analysis, that is internal and
external,
 prediction of work demand and work supply,
 identification of differences between demand
and supply,
 creation of solution harmonogram,
 realization of solution,
 control and evaluation.
The environment analysis
 internal environment,
 external environment.
External environment
 legislature attend to problems in employment,
 minimal pay,
 activity of regional employment office,
 employment status by direct competition and affinitive
branches,
 product and services demand, current and future,
 age limit for retirement,
 requirements of labour unions,
 demographic development of society,
 technology development in business branche etc.
internal environment
 strategy of the organization,
 corporate culture – culture of the
organization,
 implementation of new technological
equipment and apparatus,
 own employee status, especially their internal
and external mobility etc.
Work demand and supply –
structural division of employees
 profession dimension – a profession category of
employees, which will be necessary, in Czech
Republic a work catalogue too,
 qualificatory dimension – a special level by exist
professions,
 time dimension – when will be exist profession with
relevant qualification needed, in accordance with time
perspective we discriminate long-term, medium-term
and short-term perspective,
 organizational-local dimension – on which place
will be exist person – profession with relevant
qualification needed.
„Stocktaking“ of internal sources
 qualification,
 ability,
 potential,
 job position,
 age,
 sex,
 efficiency etc.
Employee personal card
 name of employee
 his organizing identification (e.g. personal
number),
 job position,
 data about last profession,
 graduated education,
 abilities and skills,
 data about career process,
 next e.g. evaluation of supervisor etc.
Balance of human resources
Future available sources Future needs
+ Status of employees in structure of + Job positions status in organization

profession, qualifications, age and sections structure with job specifications and with
operating mode
+ Count of own incoming trainees + Counts of new growing positions owing to
technology
+ Count of temporary free sources from + Counts of new growing positions owing to
broken production units development strategy
- Anticipated retirements, early pensions, + Counts of needed representatives in

disability pensions functions
- Anticipated leaving on VPS and MDA - Counts of canceled job positions owing to
technics and organizations
- Anticipated turnover
- Anticipated long-lasting sickness absence

for reserves determination
Total status of own sources Total status of needs
Comparison of work supply and
demand
 supply is bigger than demand – redundancy of
employees – it must be solve e.g. by terminating the
fixed period employment and the by-work
employment, reduction of overtime, „leasing“ of
employees, early pension etc.
 supply is equal to demand – ideal status,
 supply is less than demand – shortage of employees
– it must be solve e.g. by searching of new
employees, current staff retraining, outsourcing,
agreement of work etc.
Description of job position
 name of job position,
 subordination of job position,
 names of job positions for which is this job
position responsible – subordinate positions,
 sutstitution and substitutability,
 work characteristics – purpose, description
and the main duties of job position etc.
Control and evaluation of personal
planning
 labour turnover,
 costs on new employee acquisition in
comparison with costs on requalification,
 employee efficiency etc.
Concepts to remember
 Planning
 Personal planning
 Personal strategies
 Complex strategy
 Specific strategy
 Environment analysis
 Personal card
 HR balance
 Specification of job position
 Control and evaluation of personal planning

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Personal planning

Ing. Zdeněk Brodský, Ph.D.

+ Status of employees in structure of + Job positions status in organization

- Anticipated retirements, early pensions, + Counts of needed representatives in

- Anticipated long-lasting sickness absence

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