Human resource management practice I also available by michael armstrong

1 

workforce planning;

2 

developing the organization’s employee  

value proposition and its employer brand;

3 

resourcing plans;

4 

retention;

5 

flexibility;

6 

talent management.

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Part 

4

  People Resourcing

214

1 

What is resourcing?

2 

What is strategic resourcing?

3 

What is the essential nature of strategic 

resourcing?

4 

What is the strategic HRM approach to 

resourcing?

Questions

5 

What is meant by integrating business and 

resourcing strategies?

6 

What are the components of resourcing 

strategy?

References

Miles, R E and Snow, C C (1978) Organizational 

Strategy: Structure and process, New York, 

McGraw-Hill

Quinn Mills, D (1983) Planning with people in mind, 

Harvard Business Review, November–December, 

pp 97–105

Townley, B (1989) Selection and appraisal: 

reconstructing social relations?, in (ed) J Storey, 

New Perspectives in Human Resource 

Management, London, Routledge

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17

Workforce planning

Key ConCePts and terms

Demand forecasting

Hard human resources planning

Human resources planning

PESTLE analysis

Ratio-trend analysis

Scenario planning

Soft human resources planning

Supply forecasting

SWOT analysis

LearnIng outComes

On completing this chapter you should be able to define these key concepts. You should 

also understand:

 

●

The nature of workforce planning

 

●

The link between workforce and business planning

 

●

The rationale for workforce planning

 

●

Workforce planning issues

 

●

Approaches to workforce planning

215

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Part 

4

  People Resourcing

216

Introduction

Organizations have to know how many people and 

what sort of people they need to meet present and 

future  business  requirements.  This  is  the  function  

of workforce planning. The purpose of this chapter 

is  to  describe  how  workforce  planning  functions, 

bearing in mind that it is not as straightforward as 

it  was  presented  when  the  notion  of  ‘manpower 

planning’  became  popular  in  the  1960s  and  70s. 

Workforce  planning,  or  human  resource  planning 

as it used to be called, may be well established in  

the  HRM  vocabulary  but  it  does  not  seem  to  be 

embedded as a key HR activity.

This  chapter  starts  with  a  definition  of  work-

force planning and continues with a discussion of its 

aims and the issues involved, including its link with 

business planning. The final section of the chapter 

describes the processes used, namely scenario plan-

ning,  demand  and  supply  forecasting  and  action 

planning. A workforce planning toolkit is provided 

in Chapter 65.