Section Three- Feeding back such information into the strategic
planning process^12 (Step 4 could precede step 3.)
This section will place emphasis on the actual process of
human resource forecasting.
Planning in a Context of Change
Because the major themes of this text deal with the strategic
aspects of human resource management, a longer-range time
perspective has been adopted. Since strategy and planning are
essentially forward-looking activities, they are critical
responsibilities of general managers. Although planning and
strategy are sometimes neglected because of the press of
current demands, at times these planning activities also take on
an unwarranted sense of importance and can distract managers
from the real goals of the organization. The rational and
proactive nature of the process, uncluttered by the very real
problems of implementation, may cause the planners to forget
that they are dealing with changing phenomena.
The dangers of having a plan chiseled in granite and
lesser forms of inflexibility are well known. The rapidity of and
scope of environmental changes that can affect human
resource strategy and plans are formidable and should not be
forgotten. For example, Cisco Systems’ annual sales grew from
$1.2 billion in 1994 to $13 billion in 1999, during which time