Strategic human resource planning (SHRP) is an essential business activity to ensure an organisation has the right talent and skills needed to deliver its objectives both in the short- and the long-term. It attempts to predict both the demand for and supply of human resources in order to identify either shortfalls or surpluses and thus deal with them more effectively.

SHRP needs to take into account wider contextual issues alongside specific organisational circumstances which will impact on the organisation’s ability to achieve sustainable performance. SHRP should not be a one-off project but should be threaded throughout all business activities. This might be led by HR or the line depending on the organisation’s resources, but must be owned by the entire business.

This topic examines the benefits, problems and limitations of SHRP, factors in deciding the scope of SHRP and how to deal with shortfalls and surpluses.

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