5.3 Human Ressource planning
The most important resource of any company is not the machines or the material, but the human workforce. They are the engine, the driving force of a company, without whom nothing runs. For the cooperation between the company and employees to work well, efficient human resource planning is needed.
Human resource planning tries to find out how the staff must be composed in the short but also the longer term so that it is as economically efficient as possible for the company. The main question is how many staff are needed for which work processes so that the company has neither too many nor too few workers. In addition, it is of course not irrelevant with whom the position is filled. Instead, the people must be selected in such a way that they fulfil the requirements of the position. Because only then is motivated and productive work possible. Personnel planning is therefore an important basis for the functioning of a company.
You probably know it yourself: A job that is under or over-demanding for us, or that we simply don’t enjoy, is one that we usually do listlessly. In contrast, we are much more motivated and committed to work that satisfies us and for which we feel qualified and are thus usually more efficient.
Human resource planning aims to deploy staff in such a way that the requirements of the job match the qualifications of the workforce as closely as possible. In other words, the workforce should be in the right place at the right time. The consequence: Your workforce works more motivated and efficiently and the success of the entire company can be increased.
If we take another closer look at the areas of responsibility and objectives of human resource planning, we can see that it involves qualitative tasks on the one hand and quantitative tasks on the other. Thus, human resource planning can be divided into two major areas of quantitative and qualitative human resource planning:
- Quantitative human resource planning aims to find out how many staff are needed
à Survey of the personnel requirements
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Qualitative human resource planning attempts to find out what requirements a particular job demands and how they achieve the necessary qualifications
à Development of training and further education offers
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Let us now take a closer look at qualitative human resource planning and first note: The tasks and requirements demanded by a particular position must always be presented in a transparent and comprehensible way. To achieve this, a certain procedure is used in qualitative human resource planning. Namely, working with job descriptions. These form the basis for qualitative human resource planning.
How do you create such a job description? Most of you have probably been looking for a job during your professional life and have read one or two job advertisements. You may have noticed that it consists of different areas. Namely, the definition of the activities that the job entails, the description of the job and a list of the requirements for the future employee.
A job description is a description of a position. This description includes information regarding work objectives, tasks, work content, required competencies and relations to other positions and persons.
The task of qualitative human resource planning is now to create a job advertisement with precisely this content. Different steps are necessary for this. The following figure gives you an overview of the individual steps of the job description:
Before you can describe the job, you have to record exactly which activities have to be done and how much time they will take in the course of the task analysis. In addition, you must document which information and services are required from interfaces, i.e. other persons or companies, or to whom the position must transmit information and services. As soon as you have described the tasks in detail, you can start writing the job description. All tasks, areas of responsibility and interfaces must be described in a person-neutral and objective manner.
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Finally, in the next step, a job profile can be created for the corresponding position. This in turn forms the basis of the job advertisement. It is therefore particularly relevant for successful recruitment.
The job profile contains a detailed description of all qualifications, and competencies but also personality traits required for the position, which a future employee must possess.
The job profile contains four different areas of competence. And for each of these competence areas, the competencies and characteristics required for the job must be described. These four areas of competence are: professional, personal, social, methodological and leadership competencies.
The human resources responsibilities of a painting company has developed this job description to contract new staff for the painting area:
Description and analysis of POSITION
Name: Maintenance Painter
Section: Industrial
Overview: Painting metal and wood surfaces
JOB DESCRIPTION
Prepare the surfaces to be painted, scraping, and sanding them, and removing paint residues. Introduce the paint into a compressor, connect the equipment to the compressor and regulate the flow by valves. Protect with tape the surfaces that should not be painted. Direct the spray gun towards the parts to be painted with movements in a vertical, horizontal and circular way; Sand paint after drying, before applying another coat to obtain a perfect surface. Retouch with a brush the inaccessible parts.
Once you have created the job profile and found a suitable worker for your team, another central question arises: What about remuneration? That is, how much money do you as a company want to pay your staff? How much money does the worker expect and how much is appropriate? Remuneration is the basis for successful cooperation between the worker and the company. We all feel the same way: if we receive the remuneration we expect for our work, we are more motivated to work productively. The money that a worker receives from the company in return for his or her work is generally referred to as remuneration.
Remuneration includes all benefits that a worker receives from the enterprise in return for his or her work. This can be a wage, salary, remuneration or apprenticeship compensation.
If you are employed as a salaried worker, such as an office clerk, then you receive a fixed agreed monthly salary.
If, on the other hand, you are employed as a person in an employment relationship, such as a worker in production or gastronomy, then you receive a salary that depends on the work you have done.
It is not so easy to determine the remuneration in such a way that at the same time, the motivation and willingness to perform of the workers are maintained and the personnel costs are covered. To find the right balance, you need a suitable remuneration system.
The remuneration system of a company comprises all rules according to which remuneration is determined.
The objectives of a remuneration system are:
- To adequately remunerate the individual work performance of each worker
- Be comprehensible and transparent for the employees
- Be fair throughout the company
The remuneration system in PINTURAS SL has two parts:
A: Fixed remuneration:
The fixed remuneration is related with:
The magnitude of responsibility required by the position in the organization.
The impact on decision-making that the employee has in the company.
The number of people who depend on the employee.
The experience in the position and the level of knowledge required to develop the work
The autonomy that the person has to development the tasks.
And with the levels of Responsibility:
- Manager
- Technical Team.
- Administrative
- Productive staff
B: Variable remuneration:
The variable remuneration is defined by the company for all the staff. In this company represents a percentage of the gross annual salary taking into account the surplus of the organization.
100% bonus: Result between 260,000 and 350,000 euros
Bonus 75%: Result between 205,000 and 260,000 euros
Bonus 50%: Result between 150,000 and 205,000 euros
Bonus 115%: Result above 350,000 euros.
