I need conclusion for bellow text Human resource planning is the prerequisite of human resource management, and the basic work of human resource planning is to predict human resource demand. Only on the basis of clarifying the needs of personnel needed for future development according to their own actual conditions can the company predict the supply of human resources in a planned way and carry out reasonable human resource planning on the basis of the balance of supply and demand. Too many personnel demand forecasts will bring burdens to the enterprise, while too few personnel demand forecasts will cause a shortage of talents in the enterprise and hinder the further development of the enterprise. It can be seen that the human resource demand forecast is the basis of the corresponding operation plan in the human resource planning process $($Zheng & Ma$,2021).$Because of the variety in complexity and levels of uncertainty in forecasting the demand for labor, multiple forecasting methods exist. These methods can be divided into two main categories: quantitative methods and qualitative methods. The two main factors that determine whether a quantitative model or a qualitative model is a better choice are the degree of uncertainty involved in the demand forecast and the volume and complexity of the data that are available to assist in creating the demand forecast. Qualitative forecasting methods such as the Delphi technique and the nominal group technique make use of groups of experts to increase the validity and reliability of the forecast and of the information used to formulate the forecast. While demand forecasts will never be exact, the dramatic increase in the kinds of data available to HR planners today offers the potential to increase the precision $($and complexity$)$ of quantitative demand models. The models that increase the validity and reliability of expert judgments include the Delphi technique and the nominal group technique. Delphi and NGT are versatile methods that can also be used to help groups brainstorm or achieve consensus $($Belcourt & Podolsky, $2019).$ This is similar to using a GPS system to get from one place to another. While the exact route may not be known, the GPS provides enough information to get you to your destination in the most efficient way. Similarly, Delphi and NGT provide enough information to get HR planners closer to an accurate demand forecast, even if the exact outcome is not certain.

The Delphi technique is a proper qualitative method for deriving detailed assumptions of long$-$run HR demand$\mathrm{.}12$ This forecasting technique is $$a carefully designed program of sequential, individual interrogations $($usually conducted through questionnaires$)$ interspersed with feedback on the opinions expressed by the other participants in previous rounds.$$ Its key feature is that once a group of experts is selected, the experts do not meet face$-$to$-$face. Instead, a project coordinator canvasses them individually for their input and forecasts by means of a progressively more focused series of questionnaires. The advantage of the Delphi technique is that it avoids many of the problems associated with face$-$to$-$face groups, namely reluctance on the part of individual experts to participate due to $(1)$ shyness, $(2)$ perceived lower status or authority, $(3)$ perceived communication deficiencies, $(4)$ issues of individual dominance and groupthink, and so on$.$ Because the Delphi technique does not employ face$-$to$-$face meetings, it can serve as a great equalizer and elicit valid feedback from all expert members. It is also advantageous that the Delphi technique can effectively use experts who are drawn from widely dispersed geographical areas. There are disadvantages associated with the Delphi technique, as there are with all forecasting techniques. In particular, because of the series of questionnaires administered to derive a forecast, the time and costs incurred when using the Delphi technique can be higher than those incurred when using alternative forecasting methods. Another deficiency is that since the results cannot be validated statistically, the process is greatly dependent on the individual knowledge and commitment of each of the contributing experts. Furthermore, if the experts are drawn from one specific field, their common professional training might guide them along a single line of inquiry $($i$.$e$.,$ follow a single mental model$)$ rather than pursuing more innovative and creative courses of action. Finally, if insufficient attention has been paid to developing criteria for the identification and selection of experts, the people selected to derive the demand forecasts may lack sufficient expertise or information to contribute meaningfully to the process.When it comes to the nominal group technique $($NGT$),$ which is also a long$-$run, qualitative demand forecasting method, it differs from the Delphi technique in several important respects. First, unlike in the Delphi technique, the group does, in fact, meet