Strategy and Human Resources Planning PDF

Strategy and Human Resources Planning  Strategic planning involves set of procedures for making decisions about the organization’s long-term goals and strategies Human Resources Planning (HRP) is anticipating and providing for the movement of people into, within, and out of an organization;...

Strategy and Human Resources Planning  Strategic planning involves set of procedures for making decisions about the organization’s long-term goals and strategies Human Resources Planning (HRP) is anticipating and providing for the movement of people into, within, and out of an organization; purpose: help managers deploy their Human Resources as possible, where and when they are needed, to accomplish the organizational goals Strategic Human Resource Planning combines strategic planning and HR planning. The pattern of Human Resources deployments and activities that enable an organization to achieve its strategic goals.  Strategic planning involves set of procedures for making decisions about the organization’s long-term goals and strategies Human Resources Planning (HRP) is anticipating and providing for the movement of people into, within, and out of an organization; purpose: help managers deploy their Human Resources as possible, where and when they are needed, to accomplish the organizational goals Strategic Human Resource Planning combines strategic planning and HR planning. The pattern of Human Resources deployments and activities that enable an organization to achieve its strategic goals. Strategic Planning and HR Planning Focus : strategy formulation and implementation Formulation – what is the possible > types of people, number of people available to pursue a given strategy Implementation – make resource allocation decisions to implement the strategy > firms structure, processes, human capital Strategy business strategy along with with company’s purpose, goals and values establishes the context of its HR strategy Efficiency > HR to focus on practices that encourages employees to look for better, faster, nd more efficient ways for the company to do business Innovation > HR strategies will encourage and incentivize employees to be creative and innovative  The type of people and organization has, and the culture and climate of the company, in turn will constrain what the firm is able to achieve strategically HR Planning and Strategic Planning are integral to one another 1. Mission, Vision and Values Mission : the basic purpose of the organization as well as it scope of operations HR’s Role in Establishing Strategic vision : a statement about where the and company is going and what it can become in the future; Reinforcing a clarifies the long-term direction of the company and its Firm’s strategic intent Mission, Vision, and Values Core values: the strong and enduring beliefs nd principles that the company uses s a foundation for its decisions 2. External Analysis Environmental Scanning : Systematic monitoring of the major external forces influencing the organization Business Environment : External factors in the general environment that a firm cannot directly control but that can affect its strategy Remote environment : Forces that generally affect most, it not all, firms, such as the economy and technological, demographic, and legal and regulator changes Competitive Environment : consist of a firms specific industry , including the industry’s customers, rival firms, new entrants, substitutes and suppliers HR External Analysis : information –published documents; chamber of commerce, state development, consulting firms, gouging talent in your own industry-competitive environment for labor Five Forces Framework 3. Internal Analysis a. Core capabilities Abilities that distinguish an organization from its competitors and create value to customers Value creation = benefits – costs b. Sustaining competitive advance through people 1. the resources must be valuable (decrease cost, unique to customers…) 2. The resources must be rare (KSA of workers not available in competitors) 3. The resources must be difficult to imitate (capabilities and contribution be copied) 4. The resources must be organized (talents can be combined and deployed on new assignments at a moment’s notice) c. Types of Talent and their composition in the workforce Strategic Knowledge Workers: have unique skills linked to company’s skills and are difficult to replace ; works with considerable autonomy; with long-term commitment, investing on training and development; equity stake (i.e. R&D – scientists, software developer) Core Employees : have skills that are valuable but not unique or difficult too replace ; traditional jobs Supporting workers: have skills but are less central in creating customer value; scope of work is limited; employment relationship is transaction-based; focused on rules and procedures External Partners : with skilled that’s are unique and specialized but not directly related to a company’s core strategy; long-term alliances (lawyer, consultants..) Mapping Human Capital d. Corporate Culture Examine the values, attitudes, beliefs, and expectations; for strategic investments nd maneuvers that their cultures lend themselves to Conduct a cultural audit: Audits on the culture nd quality of work life in n organization ; prevent legal and ethical breaches; determine offering groups nd sub-cultures “Clan” culture; “Adhocracy” culture; “market” culture; “hierarchal” culture Value-based hiring The process of outlining the behaviors that exemplify firm’s corporate culture and then hiring people who are a fit for them e. Forecasting Strategic management → managing the change Forecast needs and capabilities of the firm Model of HR Forecasting Forecasting a firm’s demand for employees Quantitative approaches Trend analysis- based on organizational index such as sales; other advanced forecasting methods Qualitative approaches Management forecasts – the opinions (judgements) of supervisors, department managers, experts, or others knowledgeable about the organization’s future employment needs Forecasting the Supply of Employees Sufficient numbers and types of employees are available Staffing tables -graphic representations of all organizational jobs, long with number f employees currently occupying those jobs Markov Analysis -a method of tracking the pattern of employees movements through various jobs Hypothetical Markov Analysis for Retail Company  Quality of fill - a metric designed to measure how well new hires that fill positions are performing on the job Skills Inventories and management inventories - files of personnel education, experience , interests, skills, …to match job openings  Replacement charts and succession planning -replacement charts (listing of current job holders…potential replacement) -succession planning (processing of identifying developing nd tracking key individuals for executive positions An Executive Replacement Chart Succession Planning Checklist