Strategic Human Resource Management And Planning

Strategic Human Resource Management And Planning

DUE IN 24 HOURS

Unit 1.2 – Strategic Human Resource Management and Planning
1. What is the difference between HR plans and HRM strategic plans? How are they the same? How are they different?

2. Of the areas of focus in HRM, which one do you think is the most important? Rank them and discuss the reasons for your rankings.

READINGS

1.2: Strategic HR Management and Planning
o David Kryscynski’s “Introduction to Strategic Management”URL

This video discusses organizational strategy and the integral role that resources play in the success of organizational strategy. Write a list of reasons that HR is critical to overall organizational strategic success.

o Human Resource Management: “Chapter 2: Developing and Implementing Strategic HRM Plans”URL

This chapter discusses the value of strategic planning, the components involved, and the importance of HR being a strategic partner within the organization. At the end, read the Chapter Case and note your answers.
As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed.

The six parts of the HRM plan include the following:

1. Determine human resource needs. This part is heavily involved with the strategic plan. What growth or decline is expected in the organization? How will this impact your workforce? What is the economic situation? What are your forecasted sales for next year?

2. Determine recruiting strategy. Once you have a plan in place, it’s necessary to write down a strategy addressing how you will recruit the right people at the right time.

3. Select employees. The selection process consists of the interviewing and hiring process.

4. Develop training. Based on the strategic plan, what training needs are arising? Is there new software that everyone must learn? Are there problems in handling conflict? Whatever the training topics are, the HR manager should address plans to offer training in the HRM plan.

5. Determine compensation. In this aspect of the HRM plan, the manager must determine pay scales and other compensation such as health care, bonuses, and other perks.

6. Appraise performance. Sets of standards need to be developed so you know how to rate the performance of your employees and continue with their development.

Each chapter of this text addresses one area of the HR plan, but the next sections provide some basic knowledge of planning for each area.

Determine Human Resource Needs

The first part of an HR plan will consist of determining how many people are needed. This step involves looking at company operations over the last year and asking a lot of questions:

1. Were enough people hired?

2. Did you have to scramble to hire people at the last minute?

3. What are the skills your current employees possess?

4. What skills do your employees need to gain to keep up with technology?

5. Who is retiring soon? Do you have someone to replace them?

6. What are the sales forecasts? How might this affect your hiring?

These are the questions to answer in this first step of the HR plan process. As you can imagine, this cannot be done alone. Involvement of other departments, managers, and executives should take place to obtain an accurate estimate of staffing needs for now and in the future. We discuss staffing in greater detail in Chapter 4 “Recruitment”.

Many HR managers will prepare an inventory of all current employees, which includes their educational level and abilities. This gives the HR manager the big picture on what current employees can do. It can serve as a tool to develop employees’ skills and abilities, if you know where they are currently in their development. For example, by taking an inventory, you may find out that Richard is going to retire next year, but no one in his department has been identified or trained to take over his role. Keeping the inventory helps you know where gaps might exist and allows you to plan for these gaps. This topic is addressed further in Chapter 4 “Recruitment”.

HR managers will also look closely at all job components and will analyze each job. By doing this analysis, they can get a better picture of what kinds of skills are needed to perform a job successfully. Once the HR manager has performed the needs assessment and knows exactly how many people, and in what positions and time frame they need to be hired, he or she can get to work on recruiting, which is also called a staffing plan. This is addressed further in Chapter 4 “Recruitment”.

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