Sunteți pe pagina 1din 9

PersonnelPlanningReflectingtheRequirementsofSustainable

PerformanceofIndustrialEnterprises
KristnaKoltnerov,AndreaChlpekovandJanaSamkov
SlovakUniversityofTechnologyinBratislava,FacultyofMaterialsScienceandTechnology
inTrnava,InstituteofIndustrialEngineering,ManagementandQuality,Trnava,Slovak
Republic
kristina.koltnerova@stuba.sk
andrea.chlpekova@stuba.sk
jana.samakova@stuba.sk

Abstract: The article deals with the issues of personnel planning in industrial enterprises. The ability of management of
industrialenterprisestoplantheirpersonnelactivitiesisoneofthekeypreconditionsforensuringthelongtermprosperity
andcompetitivenessoftheenterprise,especiallyfromthepointofviewofsustainableperformanceandreducingcostsin
an environment of frequent changes and competition. Human resources are crucial for enterprise because only with a
qualitystaffbackgroundcanenterprise achieverequiredflexibility,creativityandtheabilityoftheenterprisetoadaptto
the changes that arise as a result of ever more intensive globalization and volatility of the business environment. On the
basisofthesefacts,itisnecessarytoplanhumanresources.Thismeanstoensurethattheenterprisehasadequatelylarge
and appropriately qualified staff at all levels for the fulfilment of set objectives and thus contribute to the continuous
improvement of sustainable performance. On the basis of the above mentioned facts and theoretical knowledge was
realisedempiricalresearchinindustrialenterprisesinSlovakia.Researchhasbeendividedintotwopartsqualitativeand
quantitative research. Qualitative research was carried out on the basis of the interviews in business practice in Slovakia
andquantitativeresearchwascarriedoutwithuseofquestionnairesurvey.Theaimoftheresearchwastodetermineto
what extent and with what efficiency works the process of personnel planning in mediumsized and major industrial
enterprises in Slovakia. The results of the research showed that management of surveyed enterprises are engaged in
processofpersonnelplanningandconsiderthisplanningasanintegralpartofeffective companyfunctioningbut72%of
these enterprises do not have processed any written document incorporating some methodology or procedure for the
creation of personnel plan. Methodology of personnel planning designed for mediumsized and major industrial
enterprisesrepresentssystemforthecreationofpersonnelplanitisdescribedbelowinthepaper.Methodologyincludes
concrete steps supported by useful methods and instrument and it was created on the basis of carried out research and
theoretical knowledge. Well prepared personnel plan brings savings in time as well as costs and makes human resource
performanceandutilizationmoreefficientwhatultimatelyensuresthesustainabilityofcompanyperformance.

Keywords:humanresources,personnelplanning,methodology,sustainableperformance,industrialenterprise
1. Introduction
Human resources are the core of business because only with quality personnel support, can an enterprise
achieve the necessary flexibility, creativity and adaptability to changes that occur as a result of increasing
intense globalization and volatility of the business environment. The goal of each business is to be efficient,
successful in the market and achieve a desired profit whose value is constantly increasing. An enterprise can
achieve a competitive advantage if it is able to ensure, interconnect, coordinate and effectively use a set of
specific resources. The key specific sources are undoubtedly people through which company achieves the
implementationofstrategicandbusinessobjectives.Itfollows thathumanresourcesshouldbeplanned.The
company must have the human resources (the right number and structure of employees at the right time in
therightplace)tobeabletoensurethebusinessobjectivesandrequirementsandtherebyleadittoincrease
competitivenessandsustainableperformance.Therefore,enterprisesshouldpaymoreattentiontopersonnel
planningwhichrepresentsthefirststepincreatingofreasonablylargeandadequatelyqualifiedstaff.

The aim of this paper is to explain the importance of personnel planning, analyse process of personnel
planning in mediumsized and major industrial enterprises and describe the proposed methodology of
personnelplanning.
2. Themainfeaturesofpersonnelplanning
Consistent personnel planning should be the basis for a premeditated approach to developing the human
resources management system in each company. The basic activities for strategic human resource
136

KristnaKoltnerov,AndreaChlpekovandJanaSamkov
management are starting point for personnel planning. These activities ensure the implementation of
corporatestrategiesandobjectives.

Personnelplanninginthebusinesspracticeshouldrepresentthekeyactivityforhumanresourcemanagement
becausehumanresourceplanninghelpstomakeoptimumutilisationofthehumanresourcesintheenterprise
and it helps to avoid wastage of human resources. Human resource planning allows to forecast the future
manpowerrequirementsandalsotoforecastthenumberandtypeofemployeeswhowillberequiredbythe
enterprise in a near future. In the long term period, success of any enterprise depends on whether the right
people are in the right places at the right time, which is the nature of human resource planning. Human
resourceplanningmustbeanintegralpartofbusinessplanningbecauseitisthecoreofallplanningprocesses
of the company. The human being is the most important factor in the operation of the enterprise. A human
resourceplanmustensurethatthereistherightnumberandstructureofpeopleintherightjobsattheright
time.Thesepeopleshouldmeettherequiredcompanyobjectives.Basedonthementionedabovecanbesaid
that the well processed personnel plan is one of the assumptions at increasing sustainable performance and
competitivenessoftheenterprise(Koltnerov,ChlpekovandSamkov,2012).Thewaywhichmanagersact
and manage their employees has major effect on employees performance effectiveness and so on
effectivenessofwholecompany(Vaov,GyurkBabeovandHolkov,2009).

Human resource planning can be assessed in a wider meaning it means comprehensive and balanced
approachtohumanresources(planofthepersonneldevelopmentofemployees)andinthenarrowermeaning
itmeansplanningtheneedofemployeesandplanningthecoverageoftheseneeds(planofemployees,plan
ofstaffingthejobs)(Kachakov,NachtmannovandJoniakov,2008).

AccordingtoArmstrong(2006)theaimsofpersonnelplanningwilldependonconditionsofanyorganization.
Ingeneralterms,thetypicalaimsmightbeto:
attractandretainthenumberofpeoplerequiredwiththeappropriateskills,expertise,competencies,
anticipatetheproblemsofpotentialsurplusesofdeficitsofpeople,
developawelltrainedandflexibleworkforceandsocontribute totheabilityoforganizationtoadaptto
anuncertainandchangingenvironment,
reducesdependenceonexternalrecruitmentwhenkeyskillsareinshortsupplybyformulatingretention,
aswellasemployeedevelopmentstrategies,
improvetheutilizationofpeoplebyintroducingmoreflexiblesystemsofwork.
Personnelplanningisdefinedbydifferentauthors,suchas:

AccordingtoCascio(1992)humanresourceplanningcanbedefinedasefforttoanticipatefuturebusinessand
environmental demands on an organization, and to provide the employees to fulfil that business and satisfy
thosedemands.

According to Milkovich and Boudreau (1993) human resource planning is the process of collecting and using
informationonthebaseofwhichitcanbediscussedtheamountofresourcesspentonpersonnelactivities.

Human resource planning determines the human resources required by the organization to achieve its
strategicgoals(Armstrong,2007).

Basedonthedefinitionsfromdifferentauthorswedefinepersonnelplanningasaprocessthatinaccordance
withotherbusinessplansshalldeterminetherequirednumberandstructureoffutureemployeesinatimely
manner and in the appropriate place so as to secure corporate objectives and also lead the company to
competitiveness.Theresultisahumanresourcesplanthatincludeshowmanyemployeesinwhatstructure,in
whattimeframeandforwhatjobswillbeneededtoachievethestatedobjectiveswithintheplannedperiod
for which theplan is drawnup. Based onthe abovedefinition, it is clear that in terms of the importanceof
personnelplanningisfocusedonitsnarrowermeaningandintermsoftimehorizononshorttermplanning.

Onthebasistheoreticalknowledgewereidentifiedtworesearchquestions(hypothesis)whichwillbepursued
inthefollowing,practicalpartofthepaper:
137

KristnaKoltnerov,AndreaChlpekovandJanaSamkov
Do industrial enterprises have the developed a written document (methodology, process of steps with
usingappropriatemethodsandtools)forthecreationofpersonnelplan?
Do industrial enterprises consider a processed written document (methodology, process of steps with
using methods and tools) for creating personnel plan for one of the assumptions for increasing the
competitivenessandbusinessperformance?
3. Empiricalresearchanalysisofpersonnelplanninginindustrialenterprises
The empirical research of this paper focuses on the analysis of the current status of personnel planning in
industrial enterprises in Slovakia (The empirical research was conducted within doctoral thesis (Koltnerov,
2012)).Theanalysiswasrealizedviaqualitativeandquantitativeresearch.Amongtheobjectsofresearchwere
includedindustrialmanufacturingmajorandmediumsizedenterprisesinSlovakia.

The aim of the analytical part is obtain and evaluate information how process of personnel planning is
elaboratedinpracticeofindustrialenterprisesinSlovakia.Forthepurposeofachievingtheabovementioned
objective,itwasnecessarytoselectthemethodrespectivelycombinationofmethodsofobtaininginformation
whichgiventothesolvedissue,thetimehorizon,financialaspectandlabouroccupancyofemployeesprovide
objective and relevant information. On the basis of selected methods for obtaining information was divided
analyticalpartintotwopartswhoseparticularsaregiveninthefollowingtwosubsections,andare:
analysisofthecurrentstateofpersonnelplanningthroughinterviews(qualitativeresearch),
analysisofthecurrentstateofpersonnelplanningthroughquestionnaires(quantitativeresearch).
3.1 Qualitativeresearchofpersonnelplanning
Qualitativeresearchofpersonnelplanningwasrealizedviaindividual(ameetingwithonerespondent,i.e.one
competent person in the enterprise) and semistructured interviews (the transition between structured and
unstructuredinterview,i.e.someofthequestionsarepreparedinadvancebuttheirordermaychangeduring
the interview and also can create new questions). The aim was to analyse how personnel managers
understandtheproblemsofpersonnelplanninginpractice.Intheresearchwereinterviewedandselectedtwo
mediumsized industrial enterprises (number of employees from 50 to 249) and two major industrial
enterprises(morethan250employees).DatawerecollectedfromNovember2011toFebruary2012.

Assumptionsbasedonqualitativeresearch:
Enterprisesdealwithhumanresourceplanningandtheyconsiderthisplanningasintegralpartofbusiness
planning.
Enterprisesbasedonthestrategicplan.
Enterpriseshavenotworkedoutawrittendocumentforcreatingpersonnelplan.
Enterprises are interested in the processing of personnel planning methodology which ensures the
requirednumberandstructureofemployeesinatimelymannerandintheappropriateplace.
Human resources and finance department staff in cooperation with the production department work
togethertocreatestaffingplan.
Enterprises have worked out procedures for some plans in the personnel area (for example, an
acquisition,selection,compensation,educationofemployees).
Enterpriseshavecreatedaninformationbase(documents,thestructureofemployees,indicatorsetc.)for
developinghumanresourcesplanbutnotalloftheinformationthatitprovidesisused.
3.2 Quantitativeresearchofpersonnelplanning
Quantitative research of personnel planning was realized via questionnaire. A questionnaire survey was
implementedin2012.QuestionnairesweresenttomediumsizedandmajorindustrialenterprisesinSlovakia
(bynumberofemployees)andvariousfocusofbusinessactivities.Questionnairesweredistributedusingthe
online form, electronic form and physically in industrial enterprises. We tried to address the questionnaires
directly directors, personnel managers, employees of the personnel department because we assumed that
employeesthesedepartmentsprovideaccurateandrelevantinformation.
138

KristnaKoltnerov,AndreaChlpekovandJanaSamkov
71mediumsizedandmajorindustrialenterprisesrespondedonquestionnaire.InFigure1canseethatonthe
questionnaire responded by 56% of mediumsized enterprises (50249 employees) and 44% of major
enterprises(250ormoreemployees).

Figure1:Percentageofrespondentsbynumberofemployees(ownprocessing)
Doyouhaveawrittendocument(methodology,processofstepsusingappropriatemethodsandtools)forthe
creationofshorttermpersonnelplan?

Figure 2 shows that companies have not worked out a written document for creation of staffing plan what
confirmed 72% of enterprises. 28% of enterprises indicated that they have processed the methodology resp.
procedure for the designation of certain steps (for example, procedure for determining personnel costs).
Developmentofmethodologyinwritingwillbringtotheprocessofpersonnelplanningresponsibilityforeach
taskandtheprocesswillbesystematic,controlledandorganized.

Figure2:Elaboratedawrittendocumentforcreationofshorttermpersonnelplan(ownprocessing)
Do you consider the processing of a written document for creating human resources plan for one of the
preconditionsforincreasingthecompanyscompetitiveness?

BasedontheresultswhichareshowninFigure3ispositivethat56%ofbusinessesagreewiththestatement
that processing of a written document for creating human resources plan is one of the preconditions for
increasingcompetitivenessandperformanceofenterprises.

Otherresultsfromquestionnairesurvey:
Mediumsizedandmajorindustrialenterpriseselaborateshorttermpersonnelplanmostlyintheannual
term(54%)andinthequarterlytimeinterval(32%).
Mediumsized and major industrial enterprises use mostly the combined procedure for human resource
planning(51%),i.e.combinationofproceduresbottomupandtopdown.
Enterpriseshavenotcreatedjobsthatwouldbesolelyresponsibleforpersonnelplanninginitiatives(80%)
butisratherasynergyofseveraljobs/persons.Soontheformationofhumanresourceplanparticipatea
varietyofbusinessentities.
139

KristnaKoltnerov,AndreaChlpekovandJanaSamkov
Most businesses do not develop responsibility matrix (68%) and timetable (63%) in relation to the
formationofhumanresourcesplan.
Businesses have developed the process, procedure determining personal costs (83%) which also
determinestheplannedbudgetforpersonalcosts.

Figure3:Documentforcreatingpersonnelplanandcompetitiveness(ownprocessing)
If human resources are planned well the enterprise will achieve an exceptional performance. Therefore, it
shouldestablishamethodologyforcreatingofhumanresourceplanbecauseawellpreparedpersonnelplan
savestime,costandbringsefficiencyintheusingofhumanresources.Alsopersonnelplanrepresentsthefirst
stepincreatingappropriatelylargeandqualifiedstaff.
4. Methodologyofpersonnelplanning
Figure 4 shows the proposed procedure of steps of personnel planning methodology. The main phases are
described below. The proposed methodology is based on the definition which is set out in part 2. The entire
methodology represents an open system for creating personnel plan that businesses can adapt to their own
circumstances.
Prepare a responsibility matrix
Determine the timetable
Ensure the database of data
Prepare planning documents
Analysis of current state
Forecast of future needs
Processing of preliminary plan
Forecast of personnel costs
Processing of final plan
I.
Preparatory
phase
II.
Planning
phase
Input assumptions

Figure4:Procedureofstepsofpersonnelplanningmethodology(ownprocessing)
140

KristnaKoltnerov,AndreaChlpekovandJanaSamkov
4.1 Inputassumptions
For the efficient development of human resources plan is necessary to know, respect and take into account
certainassumptions,suchas:
Ensurethatpersonnelstrategyisdeterminedbytheoverallbusinessstrategy.
Ensure that the strategic human resources plan would also cover longterm aims in the area of labour
forceneedandcoverageofthisneed.
Achieve that human resources plan would take into account the decisions of other business plans and
otherbusinessplanswouldtakeintoaccountthepersonneldecisions.
Monitor,understand,respectandtakeintoaccounttheexternalandinternalfactorsaffectingtheprocess
ofpersonnelplanning.
Achieve that solution of the differences between the current available human resources and planned
humanresourcesisshiftedintosubsequentplansinthepersonnelarea.
4.2 Preparatoryphase
Preparatory phase of methodology consists of two parts, i.e. decision and supporting part. It is necessary to
havethesetwopartspreparedorsecuredbeforetheactualcreationofthepersonnelplan.

Inthedecisionpartitisnecessaryforenterprisesto:

1.Preparearesponsibilitymatrix,i.e.designationofjobsresponsibilityinrelationtotheformationofhuman
resourcesplan.Theproposedresponsibilitymatrixshallintheprocessofpersonnelplanningserveas:
Tool defining clear responsibilities of the holder of the job with regard to the role of personnel planning
process.
Tool of avoiding conflict of interest that might arise from an unclear definition of responsibility for
differenttasksintheprocessofpersonnelplanning.
2. Determine the timetable, i.e. determine the time duration of tasks, their temporal provisions and
completiondates.Theproposedtimetablewithintheprocessofpersonnelplanningwillserveas:
Tool that shows how various tasks can be coordinated in the most efficient way, thus saving time and
capacity.
Toolforcreatingestimateofthedurationoftasks.
Toolformonitoringchangesinpersonnelplanningprocessbysignallingadeparturefromaspecifiedtime.
Toolofplanningthatensuresthatalltaskswillbecompletedwithoutanytimedelaywithinthedeadline.
To prepare the matrix of responsibility and timetable is necessary to create a list of tasks that lead to the
processing of the final staffing plan. It is also necessary to identify jobs within the organizational structure
whichwillentertheprocessofhumanresourcesplan.

Withinthesupportingpartisrequired:
Ensurethedatabaseofdata,i.e.forcreatinghumanresourcesplanenterprisesmusthaveensuredagood
personnel information system with accurate and timely attainable information in order to successfully
performtasksinthegivenfield.
Prepare planning documents, i.e. create forms, tables, templates to be used in the formation of human
resourcesplan.
4.3 Planningphase
Planning phase of methodology involves several intermediate steps whose course is shown in Figure 4. The
intermediatestepsleadtothedraftingofthefinalstaffingplanthattakesintoaccountthefollowingaspects:
Quantitative aspect i.e. necessary staff for the planned period. The quantitative aspect is important to
ensuretheobjectivesthroughadequatenumberofemployees.
141

KristnaKoltnerov,AndreaChlpekovandJanaSamkov
Qualitative aspect i.e. desired structure of employees i.e. working predispositions (qualification
requirements, work experiences), personality predispositions (mental and physical conditions, personal
characteristics),competence(professionalskills,expertise,generalcompetence).Thequalitativeaspectis
importantintermsofjobavailabilitybyrightperson.
Timeaspecti.e.whenisthestaffneededwithintheplannedperiod.Thetimeaspectisimportantforthe
following personnel activities: recruitment, selection, dismissal, education of employees etc., in order to
ensureneededstaffwithintherequiredtimeframe.
Localaspecti.e.whatjobsintheorganizationalstructureofthebusinessmanagementstaffwillbeneeded
inthefuture.Itisrelatedtothequalitativeaspectbecauseonthebasisofthejobwillbedeterminedthe
requirementsonanemployeeinagivenjob.
Cost aspect i.e. what budget will be required for personal costs to ensure the required number of
employeesintheplannedperiod.
5. Conclusion
Human resource management is the core of enterprise management because human resources are for the
company the most valuable and often the most expensive resource which decide the companys
competitiveness. Also human resources represent the largest wealth of enterprise and their management
decides whether the business will be successful or not. Human resources are considered the driving motor
which sets in motion other sources and makes use of them. Therefore, it is necessary that business always
disposewithadequatenumberofemployeesofappropriatestructureofeducationandqualifications.

If the company wants to achieve exceptional performance and competitive advantage, it is important that
human resources are well planned. The proposed methodology of personnel planning represents a
methodologicalorientationforthecreationofstaffingplanwhichindustrialcompaniescanadapttotheirown
terms.Wellpreparedstaffingplanprovidessavingsintime,costsandbringsefficiencyintheprovisionanduse
of human resources. It follows that it is one of the possible assumptions of increasing competitiveness and
businessperformance.

The issue of personnel planning is also important in the context of corporate social responsibility and its
supporting pillars social pillar. It is because in the planning of human resources is necessary to apply the
principlesofcorporatesocialresponsibilitythatisatoolneededtoachievesustainablebusinessdevelopment.
Ifenterpriseswillapplysocialresponsibilityinpersonnelplanning,itcanbringthembenefitsintermsoflower
turnover, higher productivity, employee loyalty, corporate reputation etc. which ultimately will also achieve
theprimarygoalofeachenterprisethatismakingaprofit.

Personnel planning is also very important in the project management because for the success of the project
mustensurethatthereistheright numberandstructureoftheprojectteammembersintherightplacesat
the right time. These project team members are basic assumption for the successful achievement of project
goals(LenhardtovandCagov,2010).Otherwise,itispossiblethatprojectgoalsmaynotbeachieved.The
project goals can be achieved only through efforts of all the project team members as they are the moving
projectforce.Iftheprojectisexpectedtoachieveanexceptionalsuccess,itisimportantthathumanresources
wereplannedwell(KoltnerovandSamkov,2011).
Acknowledgements
ThispaperisapartofresearchprojectVEGANo.1/0787/12Theidentificationofsustainableperformancekey
parametersinindustrialenterpriseswithinmulticulturalenvironment.
References
Armstrong,M.(2006)Ahandbookofhumanresourcemanagementpractice,10thed.,KoganPage,London.
Armstrong,M.(2007)Humanresourcemanagement:recenttrendandprocedures,10thed.,GradaPublishing,Praha.
Cascio,W.F.(1992)Managinghumanresources:Productivity,qualityofworklife,profits,3rded.,McGrawHill,NewYork.
Kachakov,A.,Nachtmannov,O.andJoniakov,Z.(2008)Personnelmanagment,IuraEdition,Bratislava.
Koltnerov,K.,Chlpekov,A.andSamkov,J.(2012)Theimportanceofhumanresourceplanninginindustrial
enterprises,ResearchpapersFacultyofMaterialsScienceandTechnologySlovakUniversityofTechnologyinTrnava,
Vol.20,pp6267.
142

KristnaKoltnerov,AndreaChlpekovandJanaSamkov
Koltnerov,K.andSamkov,J.(2011)Thenecessityofpersonnelplanningintheprojectmanagementinindustrial
enterprises,Proceedingsofthe22ndInternationalDAAAMSymposium"IntelligentManufacturing&Automation:
PowerofKnowledgeandCreativity",Vienna,Austria,pp15931594.
Koltnerov,K.(2012)ProposalofthemethodologyofpersonnelplanningintermsofindustrialenterprisesinSlovakia,
DoctorlaThesis,MTFSTU,Trnava.
Lenhardtov,Z.andCagov,D.(2010)TheProjectTeamsCreativePotentialSupport,Proceedingsof11thEuropean
ConferenceonKnowledgeManagement,23September2010,Portugal,AcademicpublishingInternational,
Famalicao,pp609613.
Milkovich,T.G.andBoudreau,J.W.(1993)Humanresourcemanagement,GradaPublishing,Praha.
Vaov,J.,GyurkBabeov,Z.andHolkov,A.(2009)Companysuccessdependencyonmanagement,Proceedingsofthe
20thinternationalDAAAMsymposium"Intelligentmanufacturing&automation:Focusontheory,practiceand
education",Vienna,Austria,pp.07410742.

143

S-ar putea să vă placă și