Once the appropriate provisions have been determined and implemented for the whole enterprise, personnel staff and change planning can be performed.

Personnel staff planning determines an adequate assignment of employees to positions for the positions and employees of a department. The staffing plan - that is, a list of position holders - is the main result.

Sometimes, no task areas are found for employees or suitable employees for positions. Position holders may still require individual personnel development planning to eliminate skill deficits.

Personnel change planning then determines the further procedure for employees without a task area and positions without a holder. Employees without a task area can be assigned to other departments or dismissed. Positions without a holder usually result in new hirings. However, if changes are extensive they can also result in a reorganization and in tasks and their positions being relinquished to other departments.

Enterprise-wide provisions are determined for personnel staff and change planning:

• Provisions on the performance of personnel staff and change planning (for example, responsibilities and times)
• Provisions on how to proceed with unoccupied positions (for example, locks for specific periods)
• Provisions on employee dismissals (for example, priorities for specific employee groups)

One or more alternatives for personnel staff and change planning provisions are created and evaluated on the basis of information on the requirements of Human Resource subareas, and information on the relevant statutory provisions. Finally, a decision is made whether to adopt one of the alternatives and if so, which.

To ensure that personnel staff and change planning provisions are accepted and effectively implemented at the enterprise, various implementation measures are planned and performed:

• Publicizing of personnel staff and change planning provisions
• Implementation measures for potential planners (such as heads of department)

• The employees’ planned careers
• The employees’ career paths

• Position requirements

If an employee’s profile does not provide the information required, a personnel appraisal must be held.

One or more alternative plans are drawn up for staffing positions. An alternative is then selected or additional alternatives drafted on the basis of an evaluation.

A list of position holders is the main result. Sometimes, no task areas are found for employees or suitable employees for positions. Position holders may still require individual personnel development planning to eliminate skill deficits.

These results are then submitted for approval.

A decision is made whether to approve the position holders, unoccupied positions, employees without a task area (position), and requirements for individual personnel development planning in their present form.

If approval is given, the list of position holders can be implemented. Personnel change planning must then be performed for the unoccupied positions and employees without a task area (position). If necessary, individual personnel development planning is performed for the appropriate employees. If a position assignment is effected that is incompatible with the position holder’s career plan, career planning must be checked.

If the personnel staff plan is rejected, it must be corrected.

The employee is informed of the task area (position) assigned to him or her.

Preparation of personnel change planning mainly consists of procuring information on:

One or more alternative plans are drawn up for positions to be occupied using recruitment, employees to be dismissed, positions to be relinquished, and employees to be transferred to other departments. One of these alternatives is selected, or additional alternatives are drafted, on the basis of an evaluation.

The personnel change plan is then submitted for approval.

A decision is made whether to approve the positions to be occupied using recruitment, employees to be dismissed, positions to be relinquished, and employees to be transferred to other departments in their present form.

If approval is given, recruitment, downsizing planning, position formation, or personnel assignment can be performed.

If the personnel change plan is rejected, it must be corrected.

The effects of personnel staffing, and the procedure and results of personnel staff planning, are checked at regular intervals or for specific reasons. Such checks focus in particular on whether and to what extent the objectives of personnel staffing are met, and whether the return on investment is adequate. Based on the results of the analysis, it is decided whether

• The provisions of personnel staff planning need to be re-designed
• Further implementation measures are necessary, or
• Personnel staff planning must be repeated in full or in part

The effects of personnel changes, and the procedure and results of personnel change planning, are checked at regular intervals or for specific reasons. Such checks focus in particular on whether and to what extent the objectives of personnel changes are met, and whether the return on investment is adequate. Based on the results of the analysis, it is decided whether

• The provisions of personnel change planning need to be re-designed
• Further implementation measures are necessary, or

• Personnel change planning must be repeated in full or in part