Why CA is needed in a company

Personnel requirement planning: This is how you do it with your fingers

In order to implement the company's strategy and goals, it is necessary to provide the right personnel with the help of e-recruiting. On the one hand, this affects the number of employees or, converted, the working hours provided. This is referred to as quantitative personnel requirement planning. On the other hand, planning relates to the qualifications of the staff. This task is called qualitative.

Download our Excel template for personnel requirements planning here.

What is workforce planning?

The aim of personnel requirements planning is to provide the right personnel with the right qualifications at all times. In consideration of the financial means, resources should be planned efficiently so that the competitiveness of a company is secured. The personnel requirement results from the current inventory, the additions and disposals.

Quantitative workforce planning

With quantitative personnel planning, you determine how many employees you will need in the future in order to be able to achieve your company goals. The value or the result can be positive or negative. A positive value indicates that you lack staff for the next planning phase. A negative number means that you have too many employees.

Measures when there are too few employees:Measures if there are too many employees:
Promote new attitudesLayoffs of workers
Concentrate on essential tasks and thereby increase team efficiencySabbaticals
internal dislocationsOther working time models (e.g. annual working time, part-time, short-time work)
Automate processes and thereby save resourcesEarly retirement
Employ part-time workers or contract workersinternal dislocations
new distribution of tasks within teams or the company / operation

Qualitative personnel planning

In qualitative personnel planning, the focus is on the qualifications of your existing and new employees. In addition, through qualitative personnel planning, you can determine which development measures are particularly suitable for your employees in order to develop your company in the best possible way. Proceed in three steps with qualitative personnel planning:

  • Define services that your employees will have to provide in the future.
  • Define requirements that result from the services.
  • Derive qualifications for your employees that they must have in order to be able to meet the requirements.

When planning your measures, also include the following considerations:

  • Which qualifications will no longer be needed in the future?
  • How many employees should have the same qualifications (substitute regulations, high workload in one area)?
  • Which development measures are necessary for existing employees?
  • Which qualifications are already in the company? So what skills do new employees need to bring with them to complement existing qualifications?
  • Which tasks can be covered by external service providers (outsourcing)?
  • Does the company need internal and external experts (for special questions, special tasks)?

Personnel requirement planning also affects you in the HR department. This article explains how you can structure and organize these in a meaningful way.

Which steps have to be taken into account when planning personnel requirements?

How can you plan what input do you need? By following these eight steps:

1. Analyze the company's age structure
2. Define the planning horizon
3. Define corporate strategy and the resulting areas of responsibility
4. Group task packages according to qualifications
5. Determine gross personnel requirements for the planned planning horizon
6. Work out staff withdrawals and withdrawals for this period
7. Determine the net personnel requirement and thus analyze the necessary settings and retraining
8. Set up the resulting measures accordingly

1. Age structure

First of all, you should analyze the age structure in your company. From this it can primarily be deduced whether a large proportion of your workforce will be leaving the company due to old age in the near future. In addition, the results of course also show whether certain age groups are completely underrepresented. Initial measures can already be derived from this.

2. Planning horizon

Now define the planning horizon. A distinction is made between planning for one year (short term), up to three years (medium term) and beyond (long term). Basically, the following rule of thumb applies: the shorter the horizon, the more precise your planning can be. The reason for this is a smaller number of influences and unknowns. Personnel decisions planned further in advance can better respond to major restructuring in your company. However, these carry the risk of misjudgment.

3. Corporate strategy and areas of responsibility

You need to know your company's goal to know how many people you will need. What do you want to produce, how much and what properties should the product or service have? On the basis of these questions, you can first decide in which form and to what extent the work should be done.

4. Task packages according to qualifications

The fourth step is for you to work out which tasks are necessary to fulfill your previously defined strategy. Consult with the individual sub-areas of your company about which qualifications and work packages are necessary. Do you need additional training or more specialists in one area?

Core competencies shouldn't be attached to one person. If she becomes ill, the entire department is canceled. In the later practical example you will notice the term reserve requirement. This includes these buffers to cover the risk of failure due to illness or vacation.

5. Gross manpower requirements

For the following recording of your gross personnel requirements in step five, it is recommended to proceed systematically with a planning tool. You would like to specify here specifically which areas in your company require how much work with which qualifications. Estimation methods that rely on empirical values ​​are suitable for this, among other things. You could also call in executives from various areas as experts and ask them for their opinion. Metrics analysis can also be used, with labor productivity or per capita turnover being common examples.

All three procedures encounter a large number of influencing factors and cannot be fully covered within this glossary.

Excel template for personnel requirements planning

Without professional personnel requirements planning, you cannot process orders efficiently or react flexibly to changes in the market. Start your planning with our free Excel template.

6. Staff withdrawals and additions

In step 6, you can draw on empirical values ​​on the one hand and use planning information from your HR department and other internal experts on the other. You would like to know which employee is leaving the company, what their job is, when it is and vice versa, who is going to join the company.

7. Net manpower requirements

To determine your net personnel requirements, summarize your results so far in the seventh step.

The explanations will be followed by an example in which it becomes clear again which needs contain what. The term roughly defines Net requirement: gross requirement - workforce - additions + disposals.

8. Measures

Finally, in the last step, you have to convert your planning results into measures. You now know:

  • How many employees have to be laid off?
  • How many employees have to be hired?
  • Who needs to be retrained and how?
  • What qualifications do new employees need?

That means the personnel requirement planning forms the basis for many tasks of the personnel department. Any recruiting processes, further training measures and orientations of the personnel policy are based on the input of this planning. For example, do the fluctuation statistics show that an above-average number of well-trained workers leave the company? Then you should take steps so that highly qualified people develop a need to work in your company and want to stay there.

What does a personnel requirement planning look like as an example?

The production department employs 850 fitters, 50 of whom will be retiring or have given notice. 100 settings have already been made. The production manager states that 1000 fitters are needed to keep cycle times. On average, around 10% of the workforce is absent due to illness and vacation.

This results in a quantitative personnel requirement planning:

Requirement: 1000 employees
+ Reserve requirement: 100 employees
= Gross personnel requirement: 1100 employees
- Workforce: 850 employees
- Employed employees: 100 employees
+ Outgoing employees: 50 employees
= Net manpower requirement: 200 employees

However, before you can implement measures such as personnel search and recruitment, qualitative personnel requirements planning is missing. To put it simply, 25 fitters need additional qualifications for a newly used material. There are several ways to observe this information. On the one hand, your job advertisements must be prepared accordingly. On the other hand, you should also think about the 10% failure rate here. If necessary, you hire 30 fitters with the additional qualification or only 20 and offer further training for ten of your current employees.