2.1 – Human Resource Planning * Human resource or workforce planning: analyzing and forecasting the number of workers and the skills of those workers that will be required by the organization to achieve its objectives
2.1.1 – Identify the constraints and opportunities provided by demographic change.

2.1.2 – Discuss the significance of changes in labour mobility, both domestic and international. * Separated into occupational mobility of labour (based on workers’ willingness to take jobs requiring different skills) and geographical mobility of labour (based on willingness to move locations for jobs) * High labour mobility helps a country achieve economic efficiency if jobs are lost in one area, workers are willing/able to move to other occupations * Developed economies labour is typically immobile; emerging market economies labour mobile * The more mobile workers are, the higher the supply of labour tends to be * However, a high degree of geographical mobility, especially between rural and urban areas, can lead to overcrowding and worsened living conditions
2.1.3 – Compare present human resources with future requirements and evaluate strategies for developing future human resources. * HR departments need to calculate future staffing needs to avoid having too few or too many staff, or staff with the wrong skills * HR departments must respond to business (corporate) plan and its objectives, to build workforce plan * Starting workforce planning is the workforce audit, which is a check on the skills and qualifications of all existing employees * Workforce planning involves two main stages: forecasting number of staff required and forecasting the skills (and flexibility/workload of employees) required * Number of staff required depends on: forecasting the demand for firm’s product (using historical data),