Human resource planning is a systematic process through which an organisation ensures that it has the right number of employees with the right skills at the right time to achieve its strategic objectives. For a rapidly expanding multinational company facing talent shortages, high employee turnover, and skill mismatches, a comprehensive human resource planning and talent acquisition model should integrate workforce planning, job analysis, recruitment, selection, and employee socialisation into a continuous strategic cycle. Such an integrated model not only addresses immediate staffing needs but also builds a sustainable, adaptable, and high-performing workforce capable of supporting long-term organisational growth across diverse geographical and cultural environments. The first stage of the model is strategic human resource planning. HR planning must begin by aligning workforce requirements with the organisation's business strategy, expansion plans, technological developments, and global market demands. HR professionals should conduct an environmental scan by analysing internal and external factors influencing workforce availability. Internal analysis includes workforce demographics, employee performance, retirement projections, succession pipelines, productivity levels, and existing competencies. External analysis considers labour market conditions, educational trends, technological changes, government regulations, global talent mobility, and competitive employment practices. Workforce forecasting should include both demand forecasting and supply forecasting. Demand forecasting estimates future manpower requirements based on business expansion, new projects, automation, and organisational restructuring. Supply forecasting identifies the availability of internal talent through succession planning and external labour market sources. Gap analysis should then identify shortages, surpluses, and competency gaps. Appropriate HR interventions such as recruitment, reskilling, job redesign, promotions, or outsourcing can then be planned to bridge these gaps. The second stage is comprehensive job analysis. Job analysis forms the foundation of all HR functions because it provides accurate information regarding job responsibilities and employee requirements. HR managers should use interviews, questionnaires, observation, work diaries, and competency mapping to collect job-related information. The outcome includes job descriptions, job specifications, competency profiles, performance standards, and working conditions. For multinational organisations, job analysis should go beyond traditional task descriptions by incorporating cross-cultural competencies, digital literacy, adaptability, communication skills, innovation capability, and collaborative behaviour. Competency-based job analysis enables organisations to recruit employees capable of handling changing business environments rather than merely performing fixed tasks. Regular updates of job descriptions ensure that they remain relevant as technology and organisational requirements evolve. The third stage involves designing an effective talent acquisition strategy. Traditional recruitment methods alone cannot meet the needs of rapidly expanding multinational organisations. Therefore, recruitment should adopt a strategic and employer-brand-oriented approach. The organisation should strengthen its employer brand by promoting career development opportunities, diversity and inclusion, ethical business practices, flexible working arrangements, and employee well-being. A strong employer brand attracts high-quality candidates and reduces recruitment costs. Recruitment should combine both internal and external sources. Internal recruitment through promotions, transfers, internal job postings, and succession planning motivates existing employees, reduces hiring costs, and retains organisational knowledge. External recruitment expands the talent pool by targeting universities, professional networks, recruitment agencies, employee referrals, social media platforms, online job portals, industry associations, and global talent marketplaces. Technology should play a significant role in recruitment. Artificial intelligence-based applicant tracking systems, predictive analytics, virtual recruitment platforms, online assessments, and digital interviews improve recruitment efficiency and reduce time-to-hire. HR analytics can identify recruitment channels producing the highest quality candidates while minimising recruitment expenditure. However, technological tools should