The main problems in the process of human resource planning are as follows:
Process
1. Inaccuracy:
Human resource planning involves forecasting the demand for and supply of human resources. Projecting manpower needs over a period of time is risky.
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It is not possible to track the current and future trends correctly and convert the same into meaningful action guidelines.
Longer the time horizon, greater is the possibility of inaccuracy. Inaccuracy increases when departmental forecasts are merely aggregated without critical review.
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Factors such as absenteeism, labour turnover, seasonal trends in demand, competitive pressures, technological changes and a host of other factors may turn the rest of manpower plans into fashionable, decorative pieces.
2. Uncertainties:
Technological changes and market fluctuations are uncertainties, which serve as constraints to human resource planning. It is risky to depend upon general estimates of manpower in the face of rapid changes in environment.
3. Lack of support:
Planning is generally undertaken to improve overall efficiency. In the name of cost cutting, this may ultimately help management weed out unwanted labour at various levels.
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The few efficient ones that survive such frequent onslaughts complain about increased workload. Support from management is equally missing.
They are unwilling to commit funds for building an appropriate human resource information system.
The time and effort involved – with no tangible, immediate gains – often force them to look the ‘other way’.
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Successful human resource planning flourishes slowly and gradually. In some cases, sophisticated technologies are forcefully introduced just because competitors have adopted them.
These may not yield fruits unless matched with the needs and environment of the particular enterprise.
4. Numbers’ game:
In some companies, human resource planning is used as a numbers game. There is too much focus on the quantitative aspect to ensure the flow of people in and out of the organisation. Such an exclusive focus overtakes the more important dimension, i.e., the quality of human resources.
HR planning, in the final analysis, may suffer due to an excessive focus on the quantitative aspects.
The quality side of the coin (consisting of employee motivation, morale, career prospects, training avenues etc.) may be discounted thoroughly.
5. Employees Resistance:
Employees and trade unions feel that due to widespread unemployment, people will be available for jobs as and when required. Moreover they feel that human resource planning increases their workload and regulates them through productivity bargaining.
6. Employers Resistance:
Employers may also resist human resource planning feeling that it increases the cost of manpower.
7. Lack of Purpose:
Managers and human resource specialists do not fully understand human planning process and lack a strong sense of purpose.
8. Time and Expenses:
Manpower planning is a time-consuming and expensive exercise. A good deal of time and cost are involved in data collection and forecasting.