Human resource planning (H.R.P.) plays an eminent role in any organisation as a medium to achieve organisational goals through strategic human resource management.
It is characterised by a systematic process, undertaken through forecasting human resource needs under changing conditions so that strategic planning is implemented to attain the right human resources needed in the future in accordance with their long term goals and objectives of the organisation (De Cieri et al., 2003).
The process of H.R.P. is intended to match projected human resources demand with its anticipated supply, with explicit consideration of the skills mix that will be necessary throughout the firm (Huselid, 1993). Rather than a reactive and ad-hoc approach, H.R.P. apprehends a proactive slant whereby forecasts are made on labour surpluses or shortages using statistical or judgmental methods. Forecasting techniques are applied to certain areas within the organisation so that further goals and strategic planning can be advocated (Smith et al., 1992). Such goals and planning involve changes to HR activities hence human resource planning is not undertaken in isolation. Consequently it will generate issues attributed with various HR activities particularly employee learning (development), recruitment, performance management and retention, which will be further examined with specific reference to succession planning.
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