Unemployment levels in the present privatized economy of Poland has increased four fronts on account of it joining the EU in 2004. The present statistics show that 12.8 percent of the workforce (3.2 million people) was out of work in 2006, 50000 more people than in 2005. Unemployment has particularly hit the impoverished east of the former communist country, with job losses in earlier state-owned farms, and there have been job losses due to restructuring of staple industries like mining, steel and shipbuilding. Since joining the European Union, many young Polish people have left their country to work in other EU countries (particularly Ireland and the UK). Human Resource Planning exists as a planning process which is aimed at co-coordinating requirements and availability of task force. The major activities include: forecasting (future requirements), inventorying (present strength), anticipating (comparing of present and future requirements) and planning (necessary programme to meet future requirements).
This study addresses the unemployment problem currently taking a toll of the economy of Poland. The research will focus on the overall scenario to:
· Ensure optimum utilization of human resources currently employed
· Integrating Poland with business sector of EU
· Provide basis for human resource development (HRD)
· Assess and forecast future requirements to minimize unemployment.
· Cope tip with the changing economic scenario.
· Anticipate redundancies
· Assist in productivity bargaining.
It should lay emphasis to revamp the political-economic polices of Poland at macro level which should address:
1. Employment- Unemployment Situation: The number of educated unemployed is on the rise with an acute shortage for a variety of skills. This emphasizes the need for more effective recruitment and retaining people.
2. Technological Changes: The myriad changes in production technologies, marketing
methods and management techniques have been extensive and rapid. The effect has
been profound on job contents and job contexts in Poland which has led to problems
relating to redundancies, retraining and redeployment. All these suggest the need to
plan manpower needs intensively and systematically.
3. Organizational Changes: In the turbulent environment marked by cyclical transition for the old communist economy to the capitalist economy, the nature and pace of changes in organizational environment, activities and structures affect manpower requirements and require strategic considerations.
4. Demographic Changes: The changing profile of the work force in terms of age, sex,
literacy, technical inputs and social background have their implications.
5. Governmental Influences: Government control and changes in legislation with regard to affirmative action for disadvantaged groups, working conditions and hours of work, subsidies, casual and contract labor, etc. have a direct long term effect
6. Legislative Controls: The days of fire and hire and policies are gone. Present regulation in Poland should focus on changes in labor law relating to layoffs and closures. Those responsible for managing manpower must look far ahead and thus attempt to foresee manpower problems.
Methodology of Analysis :
Work-study Method: In this method time and motion study are used to analyze and measure the work being done which ensures the deployment of labor in right direction.
Ratio-Trend Analysis: Under this method ratios (e.g. total output/no. of workers, direct workers/indirect workers) are calculated on the basis of past data. Future ratios are basing on the past trend which focuses on the current scenario in order to provide the user a solution.
Mathematical Models: It expresses the relationship between independent variable (e.g. investment, production, sales, etc.) and dependent variables (e.g. no. of employees required).
Problems Techniques Anticipated in Process Implementation:
The main problems in the process of HRP are as follows:
a) Uncertainties: Labor turnover, seasonal employment, technological changes and market fluctuations are the uncertainties which the country may face during transition.
b) In efficient information system: In the absence of reliable data it is not possible to develop a concrete plan to wipe out unemployment.
c) Time and expense: Implementation is time consuming and expensive exercise. Speculations of the plan failing should be laid to rest
Poland is an important country within EU, because of it size, geo-political position and its market. Until 2005 Polish European policy was completely predictable, but with the new political forces Polish European policy might have a bright prospect to surge ahead on account of vast untapped market potential, cheap labor force and geographical prominence in Central Europe.
1. Beaumont, P.B., Human Resource Management: Key Concepts and Skills, Sage Publications, London. 1993.
2. Cascio. W.F., Managing Human Resources: Productivity, Quality of Work Life, Profits. McGraw-Hill Book Company, New York, 1992.
3. Purcell J., Boxall P., Strategy and Human Resource Management, Palgrave, Macmillan, New York, 2003.