A system also must be designed to p

A system also must be designed to process the information, since several individuals must be involved in collecting and synthesizing it. Decision rules need to be established so each individual knows when a specific piece of information calls for an action plan and where the action plan needs to be sent. Information about training needs should be sent to the training and development office, projected staffing requirements should be relayed to the recruiting office, an analysis of the forecasted employment levels should be submitted to topmanagement, and an analysis of replacement needs should be sent to the managers who will be involved in making the replacement decisions.All of this information needs to be integrated and available on organizational replacement charts, personnel files, or computer databases. The vehicles that are typically used to integrate these activities are the annual performance-evaluation, process and the compensation system. These activities require managers to complete the relevant forms and process the necessary information to create career paths, succession plans, and other human resource plans.A human resource planning system should only be as sophisticated as the situation warrants Planning forms and questionnaires should only ask for necessary information and, where possible, the processing of the paperwork should be simplified to avoid a paper-shuffling jungle. Unless the planning system is structured efficiently, it could cost more in time and effort than it is worth.