Personnel requirement planning

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The human resource planning is a key element of the company's human resources management . It is the link between operational performance planning ( production and sales planning ) and personnel deployment planning . As part of the personnel requirement planning, it is determined “how many employees , what qualifications , at what times , at what locations and with what value are required to implement the planned production and service program ”. In doing so, it should secure the short-, medium- and long-term personnel requirements and at the same time make a forecast of the amount of work to be covered and the time required for the work. The aim of personnel requirements planning is to precisely specify the planning parameters:

  • Quantity (= required quantity)
  • Quality (= required qualifications)
  • Time / period (= from when and until when)
  • Location (= plant, department, workplace)

The character of the personnel planning is especially by the personal political orientation of the company determines which specific principles in the areas covered procurement , deployment , remuneration (personnel costs), development and mining sets of staff. The human resource planning thus represents the link between the personnel policy sub-functions and instruments of human resources management. Scientific concepts of human resource planning is a central component of human resource management in business administration and in the Human Factors discussed.

Types of staffing needs

In the context of personnel planning, a distinction is made between the gross personnel requirement (TARGET) and the net personnel requirement (ACTUAL) when determining requirements . The target or gross personnel requirement defines the amount of all people in a certain personnel category that is required overall to provide a service. It results from the sum of the following three requirements for a defined period:

Visualization of the types of staffing needs
  1. Application requirements : describes the need for human work performance , which is required to meet the business tasks.
  2. Reserve requirement: Describes the additional staff requirement that is caused by lost work in the form of illness , vacation , accident, etc.
  3. Additional Requirements : includes temporary additional staff needed due to seasonal alen fluctuations such. B. Harvest times.

The actual or net personnel requirement results from the comparison of the gross personnel requirement and the workforce. The determination usually takes place in the form of a backward calculation. After comparing reality with the target state, there are three types of requirements:

  1. New demand: occurs when the target stock is to be increased in the future, e.g. B. when changing the organizational form, when expanding business areas or when introducing new work equipment.
  2. Replacement requirement : arises when staff leave the company as planned or unpredictably and a position becomes vacant.
  3. Exemption requirement : describes the situation in which more staff are currently available than are required as per the TARGET. This is then to be released.

Methods of determining personnel requirements

When determining the personnel requirement, a distinction can be made between a qualitative and a quantitative approach. The qualitative component of the needs assessment focuses on the definition of competencies that are required to meet current and future performance requirements. A quantitative calculation of the personnel requirements takes place within the scope of the quantitative personnel requirement determination.

Qualitative assessment of personnel requirements

Qualitative personnel requirement planning focuses on the determination and derivation of skills, knowledge and behavior that an employee should have in order to be able to perform the defined work tasks. The requirements for this are derived from current and future tasks. The type and level of requirements that a person must have as a qualification in order to carry out the position can be determined for each position in the form of a requirement profile . Basically, however, a person has a greater skill profile than a job's requirements. Ergonomics has various schemes available for designing requirement profiles, such as the “ Geneva scheme ” and the extended “ REFA scheme ”. These two schemes contain groups of properties for structuring the content of the requirement profile.

Further tools for the qualitative determination of personnel requirements include a .:

  • Position Analysis Questionnaire or "Questionnaire for work analysis"
  • Activity categories and qualification groups
  • VOBS (behavior-oriented assessment scales)
  • Occupational Classifications

Quantitative assessment of personnel requirements

The quantitative personnel requirement planning deals with the determination of the target value of how many people are required for the processing of a planned scope of services. A reserve requirement is determined either simultaneously or separately from the actual planning (deployment requirement). This makes it possible to cover processing peaks or to compensate for failures due to vacation, illness or further training . In terms of methodology, two approaches in particular are used in operational practice in order to carry out a quantitative determination of the gross personnel requirement: estimation methods and key figure methods .

Estimation procedure

The basic idea of ​​the estimation process is to ask superiors in specialist departments how many employees they will need in the future. These calculations are based on subjective assessments. This estimation method is widespread in practice. This is due in particular to its universal applicability, ease of use and the fact that the impetus for personnel changes comes from the department manager who is directly involved in the process. The addition of experts to calculate future personnel requirements supports the objectification of the analysis result. Using a combined procedure in which systematic expert surveys are mirrored on the ideas of personnel and department managers, a quantitative need can be determined after iterative discussion of the estimate. In operational practice, this procedure is particularly suitable for larger companies.

Key figure method

In contrast to the estimation procedure, the majority of the key figure methods fall back on objective data. The amount and detail of the data used can vary. Global key figures, key figure networks and detailed key figure methods offer increasing levels of accuracy.

Global key figures

By using historical relationships, connections between performance and quantitative staffing requirements can be established. For example, for personnel planning a sales sabteilung on the determination of the average revenue of a seller and a desired sales planning carried out a concrete demand calculation. If constant (linear) rules of thumb can be formulated for these specific applications , it is possible to use this as a basis for planning personnel requirements in the context of trend updates.

Network of indicators

Detailed analyzes at key figure level are more effective than global demand forecasts, for example on the basis of trend statements, as they usually contain multivariate analyzes of the given data. By creating a step regression, various business objectives are linked and personnel-related developments are derived. Correlation analyzes offer the opportunity to put different company groups and hierarchies in relation to one another and to provide information on the personnel structure and any group-specific imbalances.

Detailed key figure methods
Example estimate of the available annual working time of a worker at 38.5 hours / week, 5% illness and 10 public holidays

These calculation methods are based on the inclusion of specific amounts of work and working hours with different degrees of detail. The product of the amount of work and the time required per work step divided by the usual work time per worker - the z. B. can be estimated at approx. 1600 hours per year per person - this gives the gross personnel requirement. Various methods can be used to determine the time required for each work step ( basic time of a work process):

The occurrence of the amount of work can be determined either by full census , random samples or analytical estimation methods. The planned service program for the period under consideration has a particular influence on the occurrence.

The comparison of the available working time and the working time requirement then results in the quantitative personnel requirement. The quantitative planning thus completes the qualitative planning.

Headcount: Example of quantitative personnel requirements planning

When planning the quantity, mostly for statistical purposes, the total volume of working time is considered either by means of an invoice in person- days or FTEs ( full-time equivalent ), or for simplicity, it is used to count heads (headcount). The following formula can be used to plan the headcount : 

Zukünftiger Personalbestand = aktueller Bestand + Zugänge - Abgänge (Bz = Ba + Z - A).

This can be shown in more detail as follows: 

  Gegenwärtig bestehende Stellen      1.800
+ Anzahl neuer Stellen                  150
- Anzahl entfallender Stellen           100
-------------------------------------------
= Bruttopersonalbedarf                1.850

  Gegenwärtiger Personalbestand       2.000
+ feststehende Zugänge                  100
- feststehende Abgänge                  200
- voraussichtliche Abgänge              100
-------------------------------------------
= Fortgeschriebener Personalbestand   1.800

  Bruttopersonalbedarf                1.850
- Fortgeschriebener Personalbestand   1.800
= Nettopersonalbedarf                    50
===========================================

Interaction between personnel requirements and service hours

Usually, the planning of the personnel requirement begins with the desired performance hours (also called net personnel requirement). B. from the desired service level of a service company or the desired performance volume of the organization. On a case-by-case basis, however, the entire personnel requirement is planned (e.g. in the event of recruitment bottlenecks, budgets that cannot be changed) and a check is made to determine which net requirements can be covered. With the total personnel requirement (also called gross personnel requirement), all other working times in addition to the performance hours are also taken into account (e.g. paid breaks, transfer times, times for sick leave and vacation). Particularly in the area of ​​service companies (e.g. call centers, retail, health care facilities, logistics), personnel requirements planning is about the detailed determination of personnel requirements according to different times (e.g. personnel requirements over the course of the day, on different days of the week, in Course of the year). Net manpower requirements and gross manpower requirements can differ considerably from each other, especially if no scientifically appropriate shift schedules can be found due to net demand peaks or net demand dips that fit well with the daily profile of the net personnel demand.

Personnel requirement planning in public administrations

Personnel requirements planning also takes place in public administrations. For example, the state government regularly draws up and resolves personnel requirements planning for the Brandenburg state administration .

literature

  • Ruth Stock-Homburg: Personnel Management: Theories - Instruments - Concepts. 2nd Edition. Gabler, Wiesbaden 2010, ISBN 978-3-8349-1986-1 .

Web links

  • Personnel requirement planning - Working time box - Free Excel tool for personnel requirement planning from the Arbeitszeitbox.de project - a project of the IAW - Chair and Institute for Ergonomics at RWTH Aachen University (funded by "INQA - Initiative New Quality of Work")

Individual evidence

  1. ^ Christian Scholz: Personnel Management. Information-oriented and behavioral basics. Vahlen, Munich 2014, ISBN 978-3-8006-3680-8 , pp. 275 , doi : 10.15358 / 9783800648696 .
  2. ↑ Sven Hinrichsen: Labor rationalization using methods of industrial engineering in service companies . In: Industrial Engineering and Ergomechanics . 1st edition. tape 2 . Shaker, Aachen 2007, ISBN 978-3-8322-6636-3 , p. 55 .
  3. ^ Klaus Watzka: Human resource management for executives . Springer Fachmedien Wiesbaden, Wiesbaden 2014, ISBN 978-3-658-06002-2 , p. 9 , doi : 10.1007 / 978-3-658-06003-9 .
  4. ↑ Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 21st f ., doi : 10.1007 / 978-3-7908-2014-0 .
  5. ↑ Christopher Schlick; Ralph brother; Holger Luczak: ergonomics . 4th edition. Springer Berlin Heidelberg, Berlin, Heidelberg 2018, ISBN 978-3-662-56036-5 , pp. 552 ff ., doi : 10.1007 / 978-3-662-56037-2 .
  6. ↑ Sven Hinrichsen: Labor rationalization using methods of industrial engineering in service companies . In: Industrial Engineering and Ergomechanics . 1st edition. tape 2 . Shaker, Aachen 2007, ISBN 978-3-8322-6636-3 .
  7. ^ Klaus Watzka: Human resource management for executives . Springer Fachmedien Wiesbaden, Wiesbaden 2014, ISBN 978-3-658-06002-2 , p. 13 f ., doi : 10.1007 / 978-3-658-06003-9 .
  8. ↑ Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 25th f ., doi : 10.1007 / 978-3-7908-2014-0 .
  9. ↑ a b c Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 30 , doi : 10.1007 / 978-3-7908-2014-0 .
  10. ↑ Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 34 f ., doi : 10.1007 / 978-3-7908-2014-0 .
  11. ^ Christian Scholz: Personnel Management. Information-oriented and behavioral basics. 6th edition. Vahlen, Munich 2014, ISBN 978-3-8006-3680-8 , pp. 279 , doi : 10.15358 / 9783800648696 .
  12. ↑ Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 35 f ., doi : 10.1007 / 978-3-7908-2014-0 .
  13. ^ A b Hans Jürgen Drumm: Personnel Management . 6th edition. Springer, Berlin 2008, ISBN 978-3-540-77697-0 , pp. 203 , doi : 10.1007 / 978-3-540-77697-0 .
  14. ↑ Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 36 , doi : 10.1007 / 978-3-7908-2014-0 .
  15. ^ Hans Jürgen Drumm: Personnel Management . 6th edition. Springer, Berlin 2008, ISBN 978-3-540-77697-0 , pp. 203 f ., doi : 10.1007 / 978-3-540-77697-0 .
  16. ^ A b c Hans Jürgen Drumm: Personalwirtschaft . 6th edition. Springer, Berlin 2008, ISBN 978-3-540-77697-0 , pp. 220 , doi : 10.1007 / 978-3-540-77697-0 .
  17. ^ Hans Jürgen Drumm: Personnel Management . 6th edition. Springer, Berlin 2008, ISBN 978-3-540-77697-0 , pp. 204 f ., doi : 10.1007 / 978-3-540-77697-0 .
  18. ^ A b Christian Scholz: Personnel Management. Information-oriented and behavioral basics. 6th edition. Vahlen, Munich 2014, ISBN 978-3-8006-3680-8 , pp. 327 f ., doi : 10.15358 / 9783800648696 .
  19. ↑ Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 31 , doi : 10.1007 / 978-3-7908-2014-0 .
  20. ↑ Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 32 , doi : 10.1007 / 978-3-7908-2014-0 .
  21. ↑ Doris Linder-Lohmann; Florian Lohmann; Uwe Schirmer: Personnel Management . Physica-Verlag HD, Heidelberg 2008, ISBN 978-3-7908-2013-3 , p. 34 ff ., doi : 10.1007 / 978-3-7908-2014-0 .
  22. ^ Christian Scholz: Personnel Management. Information-oriented and behavioral basics. 6th edition. Vahlen, Munich 2014, ISBN 978-3-8006-3680-8 , pp. 334 - 340 , doi : 10.15358 / 9783800648696 .
  23. ^ Christian Scholz: Personnel Management. Information-oriented and behavioral basics. 6th edition. Vahlen, Munich 2014, ISBN 978-3-8006-3680-8 , pp. 309 f ., doi : 10.15358 / 9783800648696 .
  24. ↑ Personnel requirement planning 2014 for the Brandenburg state administration pdf