Human Resource Planning is a systematic process through which an organisation ensures that it has the right number and kind of people, with appropriate skills and competencies, available at the right time to achieve its objectives. It is not an isolated personnel activity but a strategic function closely linked with the overall organisational strategy. HRP begins with an understanding of the organisation’s vision, mission, long-term goals, and competitive strategy, whether it is cost leadership, differentiation, innovation, or expansion. For example, an organisation planning to expand into new markets or adopt advanced technology will require a workforce with different skills compared to one following a stability or downsizing strategy. Thus, HRP translates strategic intentions into concrete manpower requirements. The process of Human Resource Planning generally starts with analysing organisational objectives and strategies. At this stage, top management decisions regarding growth, diversification, mergers, automation, or restructuring are examined to understand their implications for human resources. This is followed by an assessment of the current human resource inventory, which involves collecting detailed information about existing employees such as their number, age, qualifications, skills, experience, performance levels, and potential for development. This internal audit helps the organisation understand what human resources it already possesses and how effectively they are being utilised. For instance, a company may discover that it has surplus employees in traditional roles but a shortage of digital marketing specialists. The next step is forecasting human resource demand and supply. Demand forecasting estimates the future requirement of human resources in terms of quantity and quality, based on factors such as production plans, sales forecasts, technological changes, and productivity levels. Supply forecasting, on the other hand, estimates the availability of human resources from internal sources through promotions, transfers, and development, as well as from external labour markets. By comparing demand and supply forecasts, the organisation can identify manpower gaps, such as shortages or surpluses. These gaps lead to action plans involving recruitment, training, redeployment, or downsizing. In this way, HRP acts as a proactive mechanism that prepares the organisation to deal with future uncertainties rather than reacting to problems after they arise. The linkage between Human Resource Planning and organisational strategy is critical because human resources are a source of sustainable competitive advantage. Strategies can be successfully implemented only when the organisation has people with the required competencies and motivation. For example, a firm pursuing an innovation strategy must plan for scientists, engineers, and creative professionals, and invest in their continuous learning. Similarly, a service-oriented organisation focusing on customer satisfaction must plan for employees with strong interpersonal skills and customer orientation. HRP ensures strategic alignment by integrating workforce planning with business planning, thereby enabling the organisation to execute its strategy effectively. Within the broader framework of HRP, job analysis, recruitment, selection, and socialisation function as interrelated activities that collectively