Strategic Human Resource Planning

Running head: STRATEGIC HUMAN RESOURCE PLANNING
STRATEGIC HUMAN RESOURCE PLANNING
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STRATEGIC HUMAN RESOURCE PLANNING1
Introduction
The changes that are planned by the organizations are specifically based on the optimum
support of the stakeholders and the employees. In this relation, the Human Resource Planning
(HRP) process enables the HR managers in analyzing the present supply rate of labor in the
organization, forecasting demand of workforce and balancing the same. The strategic HRP
procedure enables an HR manager in an organization to developing a coherent understanding of
the labor based needs of the organization and the manner in which the same might be fulfilled.
Brewster (2017) noted that the strategic HRP process enables an organization in planning for
optimum utilization of workforce with the objective of achieving the common goals of the
venture. In this relation, the research will delineate the strategic HRP options that are made
available to the HR managers in an organization and the manner in which the same affects the
corporate and business level strategies of the venture. Moreover, the research will also examine
the link between business strategies and strategic HRM practices in an organization.
HRP options available to organisations
The strategic HRP options enables an organization in maintaining the balance between the
demand and supply of labour while operating in a market. In this relation, the research will
delineate the different options that are made available to the HR teams in organizations.
 Attracting and recruiting skilled employees: The HR managers in an organization holds
the responsibility of analyzing the market trends and labor supplies while forecasting on
the skill based needs of an organization (Brewster and Söderström 2017), In this relation,
the HR managers attract the potential candidates for employment in the organization
through alluring remuneration and amenities. The HRP operations clearly demonstrate
the techniques that are employed by the HR managers for attracting and recruiting skilled

STRATEGIC HUMAN RESOURCE PLANNING2
workforce with the objective of supporting the common objectives of the venture. Marler
and Parry (2016) stated that the different modifications in the organizational operation are
specifically based on the efficiency of the skilled workforce. The managers consult with
the operational heads for identifying the skill based needs (Ogunyomi and Bruning
2016). Again, the HRs conduct interviews with the potential and skilled candidates for
balancing the demand and supply of workforce in the organizational processes.
 Providing training to the candidates and Rewarding the best candidates: The training
and development programs that are held by the HR personnel in n organization is a part
of the HRP initiative. The training and development related operations enables an
organization in empowering the activities of the workforce through induction of specific
set of skills and technical knowledge. Johnson, Lukaszewski and Stone (2016) stated
induction of skills through training and development programs enables a HR in
maintaining the standard of the workforce planning procedure as per the needs of
achieving the common objectives of the venture. On the other hand, the reward and
recognition programs enables a HR in improving the retention of the workforce in their
respective roles for supporting the continuous flow of operations. Bagheri (2016) stated
that the retention of the skilled workforce contributes to the uninterrupted functioning of
the business processes as per the strategic needs of the venture. Therefore, in this relation,
the HR managers plan the reward and recognition initiatives with the objective of
motivating and empowering the employees through appreciating the initiatives that are
undertaken by the same.
 Cope with absences and deal with conflicts: The HR managers encounter the risk of
absences, due to illness or personal reasons, of some of the specialist members in the