BSBHRM602: Developing & Implementing a HR Strategic Plan Report

This report presents a comprehensive human resource strategic plan, addressing key elements such as strategic direction, environmental analysis, future labor needs, and the impact of new technology on job roles. It includes an HR implementation plan, a Gantt chart outlining timelines, a risk analysis identifying potential challenges, and contingency planning to mitigate those risks. The report emphasizes the importance of monitoring and adapting the plan, consulting with relevant managers, and aligning HR practices with organizational objectives. The analysis also considers internal and external risk factors, such as organizational structure, economic challenges, and socio-cultural barriers. The conclusion highlights the evolving needs of employees, the role of technology, and the design of job responsibilities based on strategic goals. This document is available on Desklib, where students can find a variety of solved assignments and past papers.

Running head: HUMAN RESOURCE MNAGEMENT
Human Resource Management
Name of the Student
Name of the University
Author’s Note

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Table of Contents
Introduction:....................................................................................................................................2
Task 1: HR Implementation Plan....................................................................................................3
Task 2: Gnatt Chart..........................................................................................................................4
Task 3: Risk analysis.......................................................................................................................6
Task 4: Contingency Planning.........................................................................................................8
Conclusion:......................................................................................................................................8
Reference List:...............................................................................................................................10

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Introduction:
The overarching concept of human resource strategic plan implies the activities that HR
managers conduct in order to meet organizational goals and objectives. The primary strategic
plan the human resources managers have to take is related to performance tracking of employees.
The primary strategic direction and objective of a human resource managers are to direct the
employees towards right path so that they can meet organizational goals (Bailey et al. 2018).
Strategic planning is a long-term goal which is amended as per different business situations
demand.
In order to identify emerging practices and trends of human resource management an
effective environmental analysis of Australia is conducted. As per political and legal factors
associated with the soil of Australia, the government has maintained a stable and flexible
political set up where taxation policies are very much transparent. Human resources managers
while recruiting employees do not have to be influenced at the decision of Australian political
parties (Jackson, Schuler & Jiang, 2014). Regulations related to recruitment and sustainable
policies are very much transparent and strictly maintained. As a result, new applicant does not
have to face challenges in showing their skills and competencies. Like the same way, Australia is
out an out economically developed country having possessed with advanced technology. In such
a country like Australia the human resource managers do not have to face challenges in finding
out those employees who are technologically well advanced (Buller & McEvoy, 2012). It leaves
a major positive impact on the overall success of business.

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Task 1: HR Implementation Plan
Monitor and review planning:
Implementation of strategic planning is not the only method that human resource
managers have to follow. In order to evaluate the success of strategic planning the human
resource managers have to monitor and review the plan from different perspectives. Review
should be gathered from the perspective of employees in order to know their point of view
(Cooke, Saini & Wang, 2014). If the review comes as negative, the HR department has to change
the plan immediately. The performance of an organization is entirely dependent on the
satisfaction rate of the employees (Kramar, 2014). However, review is collected from
management level as well whether they are flexible with implemented strategic planning or not.
Adapt plan in case of circumstance changes:
Forecasted resources Actions required Timeframe Responsibility
Workplace Hire more employees
for providing effective
support
1-5th November HR department
Skill and knowledge Update knowledge by
taking assistance from
seniors and guide
5-10th November HR department
Technology Attend training for
enhancing skill
10th-11th November HR department
Budget Increase sales volumes
and number of target
audience
11th-15th November HR department

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Recruitment methods
and procedures
Upload criteria on
online job portals
15th-20th November HR department
Selection method and
procedure
CV shortlist and
conducting interview
20th-25th November HR department
Training and
development
Provide trainers and
implement training plan
20th-25th November HR department
HR priorities Increase the department
by hiring more
workforce
25th-30th November HR department
Risk management Conduct in-depth
research on current
market demand
1st-5th December HR department
Cost-benefit analysis Evaluation plan based
on invested cost and
total number of sales
5th-10th December HR department
Evaluation against
objectives
Involve R&D
department for
evaluating whether HR
managers can meet
organizational objective
or not.
10th-15th December HR department
Task 2: Gnatt Chart
Main activities/ stages Nov Dec Jan Feb March April

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Hire more employees for
providing effective support
Update knowledge by taking
assistance from seniors and guide
Attend training for enhancing
skill
Increase sales volumes and
number of target audience
Upload criteria on online job
portals
CV shortlist and conducting
interview
Provide trainers and implement
training plan
Increase the department by
hiring more workforce
Conduct in-depth research on
current market demand
Evaluation plan based on
invested cost and total number of
sales
Involve R&D department for
evaluating whether HR managers
can meet organizational objective
or not
Table: Gnatt Chart about human resource planning

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(Source: As created by the author)
Task 3: Risk analysis
In order to implement a specific business strategy and policy the organization has to face
innumerable challenges and uncertainties. Before analyzing the risk factors the study has
evaluated effective human resource management plans. In order to implement these plans the
business experts have to face immense barriers and risk factors. However, the risks impacting on
organizational performances are as follows:
 Providing flexible work environment, rewards, recognitions, and agile workspace to the
employees
 Providing effective training and development session for improving performance level of the
employees
 Maintaining systematic and authentic recruitment and selection procedure for hiring skilful
and competent employees
 Implementing fair and transparent legal procedures at the workplace for maintaining
organizational discipline
In order to obtain senior management support the human resource managers after making
strategic planning session tends to make in-depth discussion with the senior managers Paillé et
al. 2014). They have to know whether they support the plan or not and what the expected
outcome of this plan.
Overall clips about risk analysis:
 The plan may not be successful in drawing employees’ attention
 Employees may misuse flexible work environment which may reflect on their profitability

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 Employees may not get motivation in the reward and recognition policy that is arranged by
the human resource department
However, in order to overcome these risk factors the human resource managers would
have to implement alternative plans and policies that can support in managing the risk factor.
On the other hand, the overall risk analysis is constituted with two major ways:
Internal risk factors:
Maintaining organizational structure is a basic need that every human resource has to
follow. The HR managers have to maintain appropriate hierarchy by recruiting managers in
every department. However, if the organization does not have proper structure the entire
operation process has to face major risks (Wolf & Floyd, 2017). The human resource managers
have to follow organizational policies such as employability act, data protection act, anti-
discrimination act and so on. Due to the lack of maintaining these Politics the organization may
have to face challenges in running their business effectively. If the human resource managers are
not competent enough to management entire recruitment and selection policy effectively the
organization face risk in maintaining risk (Storey, 2014) Therefore mismanagement has become
a major issue in the overall business scenario. Due to the lack of proper resource and innovation
the organization has to face risk factors.
External risk analysis:
Economy is a major challenge and risk factor due to which business organizations fail to
maintain its sustainability (Flamholtz, 2012). If the organization faces challenges in gaining
effective organizational profitability the human resource managers have to face challenges in

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economy. Instable Political set-up and lack of implementing legal factor is a major challenge.
Socio-cultural risk arsis when the employees fail to communicate with each other due to the
cultural barrier (Johnston & Bate, 2013). If the employees fail to use technology properly, it may
be a major risk for them to deliver effective services.
Task 4: Contingency Planning
List the contingencies:
 Online recruitment
 Friend to friend recruitment which is otherwise named as internal drive
Contingency planning:
The primary purpose of contingency planning is as follows:
 Enhancing performance level of the employees by providing effective training and
development session
 Maintaining systematic and authentic recruitment and selection procedure for hiring skilful
and competent employees
 Implementing fair and transparent legal procedures at the workplace for maintaining
organizational discipline
After prioritizing on the purpose of contingency planning the human resource managers
have implemented some of the major plans.
 Increase the department by hiring more workforce
 Hire more employees for providing effective support
 Attend training for enhancing personal and professional skill

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Conclusion:
As per the organizations established in Australia, the human resource managers are
facing same difficulty in dealing with the employees. HR managers are unable to locate the
future needs of employees. As a result, employees are getting de-motivated in performing well
towards the services (Brewster, 2017). However, while analyzing the future needs of the
employees it is identified that flexible work environment, rewards, recognitions, and agile
workspace are the primary needs of employees working in Australian organizations. As per skill
requirements, the employees need to have more technological skills in controlling entire
operation process more efficiently. As a source of labour supply, various online job portals are
the best choices to find out skilful and competent employees.
New technology has immense positive impact on job roles and job designs. With the help
of emerging technology, the human resource managers are very much comfortable in designing
new job roles with particular specifications (Kaufman, 2012). New technology is simultaneously
giving innovative job rolec1. For an example, the role of an efficient data entry executive is to
maintain internal data of organization (Cassidy, 2016). This particular job role is created after the
emergence of new technology. As a result, the organization is successfully able to maintain
record of accomplishment of organizational profitability. As a result, the entire process of
operation is under control and the human resource managers get the scope of keeping appropriate
data record about entire business process. Based on the job roles the HR managers intend to
design job responsibilities and their recruitment and selection criteria in accordingly.

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Reference List:
Akingbola, K. (2013). A model of strategic nonprofit human resource management. Voluntas:
International Journal of Voluntary and Nonprofit Organizations, 24(1), 214-240.
Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource
management. Oxford University Press.
Brewster, C. (2017). The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35). Routledge.
Briscoe, D., Tarique, I., & Schuler, R. (2012). International human resource management:
Policies and practices for multinational enterprises. Routledge.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review, 22(1), 43-56.
Cassidy, A. (2016). A practical guide to information systems strategic planning. Auerbach
Publications.
Cooke, F. L., Saini, D. S., & Wang, J. (2014). Talent management in China and India: A
comparison of management perceptions and human resource practices. Journal of World
Business, 49(2), 225-235.
Flamholtz, E. G. (2012). Human resource accounting: Advances in concepts, methods and
applications. Springer Science & Business Media.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human
resource management. The Academy of Management Annals, 8(1), 1-56.

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Johnston, R. E., & Bate, J. D. (2013). The power of strategy innovation: a new way of linking
creativity and strategic planning to discover great business opportunities. AMACOM
Div American Mgmt Assn.
Kaufman, B. E. (2012). Strategic human resource management research in the United States: A
failing grade after 30 years?. Academy of Management Perspectives, 26(2), 12-36.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human
resource management the next approach?. The International Journal of Human Resource
Management, 25(8), 1069-1089.
Paillé, P., Chen, Y., Boiral, O., & Jin, J. (2014). The impact of human resource management on
environmental performance: An employee-level study. Journal of Business
Ethics, 121(3), 451-466.
Sikora, D. M., & Ferris, G. R. (2014). Strategic human resource practice implementation: The
critical role of line management. Human Resource Management Review, 24(3), 271-281.
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Wolf, C., & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven
agenda. Journal of Management, 43(6), 1754-1788.