Provide a peer response to your classmate, Tori's post below. provide in-text citations and references in an APA format.

"Hello class,

There are many assumptions that traditional public personnel management systems utilize pertaining to the role of government and how public employees are recruited, retained, and managed. One of the assumptions, according to Llorens et al. (2018), is that public sector work is designed arounf the role of government as the deliverer of services. In addition, another assumption is that duties and responsibilities remain stable over time because work is performed in organizations that are designed to promote stability. Lastly, it has been assumed that job security is necessary in public professions to protect employees from political affairs and to create a foundation long-term institutional knowledge. While these assumptions can lead to integrity in hiring practices, they can also limit flexibility and the ability to adapt to various challenges presented to public sector employees.

Workforce planning, as outlined by Llorens et al. (2018), is a systematic process for aligning human resource needs with an organization's strategic objectives. The key considerations of workforce planning includes assessing internal and external factors that influence workforce needs, such as demographic trends, labor market conditions, and technological advancements. In my experience working for a small, rural municipality, progress in this area is lacking due to the lack of resources and limited staff time. Additionally, a demand analysis forecasts the future number and types of employees needed to meet organizational goals. My agency has made progress here by hiring a consultant to determine areas in my municipality that need more support. A supply analysis looks at the current workforce's skills, demographics, and potential for internal mobility. My municipality does a good job of professional development and promotes internal mobility through cross department training opportunities.

Human resource planning and forecasting are closely tied to the budgetary process in public administrations. As Llorens et al. (2018, Ch. 4) state, employee salaries and associated costs make up the largest portion of public budgets. Therefore, accurate HR forecasting directly influences the budget by estimating future staffing costs and needs. For example, when forecasting retirements or turnover, public agencies must be able to allocate funds for recruitment or training. In summary, forecasting and budgeting are a directly related link that promotes organizational performance and fiscal accountability for public administrations.

Llorens, J. J., Klingner, D. E., & Nalbandian, J. (2018). Public Personnel Management: Contexts and Strategies (7th ed.). Routledge.