Personnel planning as an effective means of recruitment

With the topic of HR planning as an effective means of recruiting talent, the event dealt with a subject that is largely neglected in operational practice, particularly in SMEs (small and medium-sized enterprises), and is sometimes forgotten in larger companies. Not only in SMEs, but also in larger companies, HR management is not or only insufficiently integrated into the budgeting process. This results in personnel costs that do not necessarily correspond to the operational reality. The management consultant and executive coach, MMag. Judith Kastner, illustrated this with a simple example. She spoke about the consideration of different aspects in the context of employee recruitment, which can be divided into upstream and preparatory activities. The upstream activities include the internal coordination of personnel requirements, the creation and publication of the job advertisement, application management, conducting interviews and relocation. The preparatory activities include on-boarding or employee training. Depending on the positions, these activities can take between nine and 18 months and also incur costs for the company, which should be budgeted for accordingly.

LACK OF PERSONNEL PLANNING AND NEGATIVE EFFECTS

The aforementioned problem with budgeting means that vacancies are filled too late, which means that existing employees have to fill the gap in the meantime. This leads to extra work and, time and again, frustration. It is not uncommon for this permanent multiple workload, especially for those employees who in most cases are not only knowledge bearers but also high performers, to be the reason for demotivation. A lack of appreciation of this extra work by management can have an impact on employee commitment and lead to dismissal.

THREE PERSPECTIVES TO REMAIN COMPETITIVE

Judith Kastner outlined a solution approach with the three perspectives of leadership, organization and talent. Leadership should proactively drive the future and the design of personnel requirements - both qualitatively and quantitatively. Planning is based on the short, medium and long term and is developed together with all those involved and responsible. It is important to build up organizations in good time in order to avoid pressure and permanent duplication in the system as far as possible. This includes coordinated target and resource planning, cooperation between management, controlling and HR as well as appropriate scenario and back-up planning. With regard to the talent perspective, Judith Kastner recommends that companies should define critical roles/positions in the company that are essential for the smooth running of core processes in the company, ideally linked to ongoing talent management. Her final conclusion: fill positions in good time with foresight and actively shape the transfer of expertise.

ABOUT THE PERSON MMAG. JUDITH KASTNER:

She is particularly interested in strategic and tactical human resource management. The combination of strategic, conceptual planning with focused, results-oriented implementation forms the basis for her work. Efficient and effective management, focused on the human and organizational factor, are mutually dependent. Ms. Kastner currently works as a management consultant and executive coach with a focus on the human and organizational factor.