Strategic planning human resources pdf

The book is profusely illustrated and contains tables, and a fairly large number of figures and boxes, which will enable the readers to grasp the subject with ease. The comprehensive References will be of great help in delving deeper into the topics discussed.

But if the organizations think forward they find opportunities that were not available when business was booming, such as expanding their company through acquisition. Eventually companies always need to look forward to stay competitive, capture market share, and be the first to innovate a new product or service Mondy , p. Organizations use strategic planning as a constantly changing and ongoing process in order to find a competitive advantage.

They see the need to diversify and increase variety of goods that are made or sold. At other times companies have the requirement to downsize in response of the external environment or the strategic plan sees integration as their driving force, what means the unified control of a number of successive or similar operations.

Therefor strategic planning endeavours to position the organization regarding external environment. Thus strategic planning at all levels of organization is important Mondy , p. To anticipate future business and environmental demands on the company, strategic planning in human resource HR is necessary to meet the personnel requirements dictated by those conditions Lengnick-Hall , p. The thrust of that research agenda was emphasis on linking the state-of- practice with the state-of-the-art.

The third phase of the November 16, issue, pointed to the problems survey focuses on strategy implementation issues. Sears can expect as they venture into the area of The questions asked were: 1 to what extent are financial services.

For the first five out of seven activities,the majority of respondents reported moderate utilization of human resource tools in strategy implementation. Are Used in Strategy Implementation and the Extent to Which They Should Be Used 1 Matching executives to Not used Shouldn't be used 1 2 Used Greatly Should be greatly used 3 4 5 zyxwvutsr The last two activities conducting development programs designed to support strategic changes, characteristics to run firm in and conducting career planning to help develop key long term.

Modifying reward system to than moderately utilized in the implementation drive managers toward long process at this time. Changing staffing patterns It seems, from these results, that formal training and to help implement strategies. Until recently, corporations have relied primarily on job rotation and teaching executives the skills they need to aid in strategy implementation. With today's 5.

Appraising key personnel for their future in carrying out strategic goals. I feasible human resource tool. Figure 3 shows a consistently large difference be- tween the use of human resource activities and how 7. With regard to every activ- ity, the respondents indicate a desire to see higher utilization of human resource activities in strategy ninety-six percent of the respondents reported that implementation.

The greatest difference between they would like to see a moderate or greater than the actual and desired amount of utilization of per- moderate use of human resource tools for imple- sonnel tools can be seen in the last two activities.

It's menting strategies. It programs are becoming a necessity in today's would seem that this role would lead to more in- corporate world. Strategic plan- In the final analysis, the respondents reported that ners have formulated corporate strategies and they they wish to see a much larger use of human re- wish to have help in implementing these plans from source activitiesin the strategy implementationpro- the personnel department.

The data seems to sup- cess. Eighty-three percent of the respondents felt port this notion. Fifty-seven percent of the respon- that human resource tools were currently being dents reported a moderate or greater use of human zyxwvutsrq moderately or less than moderately utilized in the resource tools in the implementation state of implementation phase of the strategic planning strategic planning, and only forty-seven percent re- process.

When asked about the extent to which they ported a moderate or greater use of these tools in like to see human resource activities utilized, the formulation stage. The numbers were representativeof the degree of opera- tional versus strategic services personnel people zyx greater desire to see information utilized in the im- were asked to supply.

The exact descriptionswere: plementation phase than in the formulation phase. It seems that from the responses of the executives, there is still a very im- 3 looked to for operational and strategic serv- portant role for human resource departments at the ices. And, 4 looked to some-what for operational but more while all tools offered to aid in implementation are for strategic.

Fifty-seven percent of the respondents saw human Given the importance of human resource activities resources staff as providing mostly operational serv- in the implementation stages of strategy planning, it ices. That is to say, that fifty-seven percent of the would seem that companies would benefit from respondents fell between numbers 1 and 2 on the recognizing what human resource managers can scale. Only five percent were looked to for mostly offer in the formulation stage.

Too often, the human strategic serviceswith the remaining percent looked resource issues of the strategy planning process are to for both services. Fifty-percent of the total re- zyxwvutsr the implicit part of the plan; the unknown factor. It sponse to this question was on number 2. Fombrun et al, state that: wish to see the human resources staff viewed.

On The trends suggest that competing in the 80s will that question, ninety-eight percent of the response require a sophisticatedset of tools for dealing with rate fell between numbers 3 and 5 on the scale, the problems of a highly educated work force in a clearly indicating that the respondents should wish slack labor market, competingfor fewer jobs in an to see human resource staff providing more increasingly service economy.

Organizations will strategic services. S i - f i v e percent of the total re- have to carefully consider the implications of al- spondents wished to see personnel as an opera- ternative recruitment and training strategies to tional and strategic function, but the majority of ensure effective implementation of their plans. Human Resource Management's to the planning process in the early stages of New Rote formulation.

Human resource managers must be their human resource staff for operational and able to have an up-to-date index of the people in the strategic services, and 2 what role do they believe company and the existing human resource market personnel departments should play in the corpora- outside the company in order to perform its role in tion.

Managers were asked to rate the role of the guiding the human resources of a company. These kinds of in- ventories only describe present conditions;but what is needed is scenario forecasting: projecting the future trends and needs of human resources.

Equipped with these two types of data and projec- tions about future trends, human resource depart- trends in terms of their consequences for the company's human resources. Inter- act with executive line officers around strategy formulation. However, organisations have to develop a contingency plan as there are several factors which influences HRP. A contingency plan would prepare an organisation for unexpected situations and enable them to respond accordingly.

The type and changes of labour market are determinant factors of the approach and strategy which organisations should adopt. Technology have a positive impact on HRP as it helps in predict future trends through the collection of HR data and information which will provide a better insight for organisations to develop the most appropriate plans and strategies CIPD, Conclusion In conclusion, HRP and the organisational objectives are interdependent as the resources are developed to match the requirement of each other.

The components of HRP is link to an organisation strategic objectives as enhances efficiency by supporting the organisation in attracting and retaining employees, training and development and identify the need for organisation restructuring or changes in approaches to support business plans. Reference [1] ACAS, Managing Attendance and Employee Turnover. London: Kogan Page. Navarro: Pearson Education Limited. Business Horizons, Issue July-August, pp. Make Workforce Planning Work.

People Management, Issue May, p. Poznan University of Economics Review, 14 1 , pp. Staffing Organizations. New York: McGraw Hill. International Journal of Contemporary Hospitality Management, 14 4 , pp. Human Resource Management Journal, 5 1 , pp. Human Resource Planning : Relevance and Debates.

In: People Resourcing. London: Chartered Institute of Personnel and Development, pp. Human Resource Planning, 4 18 , pp. Human Resource Management. Human Resource Development. Mason: South Western. London: Sage, pp. Bearbwell Clayton By M U.