Personnel requirement planning

Personnel requirement planning includes all measures to determine the current and future quantitative and qualitative requirements for managers and employees of a company.

Types of staffing requirements according to objective

Replacement requirement - Requirement caused by leaving employees (e.g. death, retirement, termination)

New demand (need for expansion) - Additional staff requirements via the current workforce

Reduced requirement (staff restriction) - Reduction in personnel requirements (e.g. due to rationalization measures or recession)

Reserve requirement - additional staff for emergency situations (e.g. on-call duty)

Additional requirement - short-term additional staff (e.g. if there is a seasonal need for work)

Exemption requirement - Personnel that has to be reduced (e.g. due to plant shutdowns, closure of parts of the business)

Quantitative staffing requirements

In order to calculate the quantitative staffing requirements, job bundles are first created. The job profiles and the required requirements are listed in these. It is worthwhile to create these job groups, they are inexpensive and can be used again at a later point in time and expanded and edited with little effort if necessary.

First of all, during creation, it is analyzed which activities are to be completed in a job bundle. The focus here is on tasks that are particularly important for the company and whose failure or poor completion can lead to considerable damage. This is a so-called as-is analysis.

Then the future focus of activities of the job bundle will be examined. A simple formula is used to calculate the quantitative staffing requirements:

   future gross personnel requirements
- future workforce
= Net manpower requirement

The gross personnel requirement contains the deployment and reserve requirements. The deployment requirement is the staff that is required to carry out the day-to-day work in the company. The reserve requirement is specified to take account of failures (e.g. due to illness).

The future workforce cannot be calculated, only estimated. Losses (e.g. due to retirement, pregnancy) and additions (e.g. due to company expansion) are included in the estimate.

If the net personnel requirement according to this calculation is greater than zero, there is a personnel requirement. New employees should be hired. If the value is below zero, there is a surplus of staff that can be reacted to with layoffs or working hours reductions.

Net manpower requirement> 0 = manpower requirement
Net manpower requirements <0 = surplus staff

Various mathematical, intuitive and ergonomic methods are available for calculating the qualitative personnel requirement (e.g. estimation or key figure method).

Qualitative personnel requirements

In order to calculate the quantitative personnel requirement, the services must first be determined that must be provided at the positions to be filled.

The requirements that are placed on this point are then worked out. The qualification profile that can be used to search for employees ultimately results from these requirements.

To avoid downtime, it is advisable to hire staff in good time. If a qualitative personnel requirements analysis is carried out at regular intervals, a sudden shortage of personnel can be responded to quickly. This approach saves time and money.

The requirements for a future position can be determined in various ways:

Summary

  • Personnel requirement planning is used to determine the current and future quantitative and qualitative personnel requirements
  • Job bundle as a basis for calculating the quantitative personnel requirements
  • future gross personnel requirement - future personnel requirement = net personnel requirement
  • the quantitative personnel requirement indicates the required services
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