Introduction For an effective operation, organizations need human and physical resources; properly managed organizations have an appropriate number of personnel’s, in number, experience and expertise. To ensure that the right number of people is available when required, a company’s human resource management should develop effective framework of planning human resources (Bandt and Haines 1). This paper reviews the book “ Successful Strategic Human Resource planning”, written by Allan Bandt and Stephen G. Haines in 2002. The Authors The authors of the book have a wide experience in the field as academicians and practitioners; Allan Bandt is a partner at Bandt Gatter &Associates Center in Australia whereas Stephen G. Haines is a partner at Center for strategic management San- Diego CA. Book introduction The book in divided into three parts: in the introduction section, the book starts by defining and creating a big picture in the minds of the readers on the role that human resources play in an organization; they challenge the current organizations where they feel that the need for human resources planning may not be readily accepted. However, an organization that does not plan for its human resources may find that it is not meeting either its personnel requirement or its overall goals effectively. Plan-to-plan In part one, the book suggest that human resource planning (HRP) is an attempt to forecast how many and what kind of employees will be required in future and to what extent this demand is likely to be met. It involves the comparison of an organization’s current human resource with likely future needs and consequently, the establishment of programs for hiring, training, redeploying and possibly discarding employees. HRP may be defined as the process that helps to achieve adequate human resources in order to achieve organizational goals. As the book develops, the writers are seen to concentrate on four steps as the major considerations in a human resource-planning scheme, these processes are:   * Determination of an organization’s objectives: an objective is a result that an organization is aiming at.   * Derive the demand for labor required to achieve the stated objective. This is done through projection of demand. Some of the methods used include regression analysis and correlation analysis   * Compare the demand for and supply of human resources, that is, both internal and external supply.   * Lastly, establish programs for hiring, training, recruitment, redeploying and possibly discarding employees depending on the results obtained above, that is where the demand is greater than the supply recruitment or hiring programs should be established. According to the authors, human resource planning is future oriented; it involves looking forward or forecasting the future needs of an organization to meet a given objective in terms of human resources. HRP is dynamic and hence there is need to review and revise the plan. HRP has both quantitative and qualitative aspects. Quantitative means the right number of employees and qualitative means employees with the right skills. This maximizes the investment in human resources. It is necessary to relate future human resources to future needs of the organization.   * Long-term plans