AIEA - BSBHRM602: Human Resource Strategic Planning Report

This report, prepared for the BSBHRM602: Manage Human Resources Strategic Planning course, addresses two key questions. The first question evaluates the advantages and disadvantages of different human resource service options, including external consultants, outsourcing, internal HR services, internal non-human HR services, and merging business units. The second question involves a PESTLE (Political, Economic, Social, Technological, Legal, and Environmental) analysis of A+ Education Group, a tuition center, examining the external factors influencing its operations and strategic planning. The report utilizes academic references to support the analysis and provide context to the findings. The assignment aims to provide an understanding of HR strategic planning in a business context.

Running head: MANAGING HUMAN RESOURCES
MANAGING HUMAN RESOURCES
Name of the Student
Name of the University
Author Note

1MANAGING HUMAN RESOURCES
Answer to Question 1 – Advantages and disadvantages of the following options
(a) External consultant
Advantages – The outside perspectives and expertise of the external consultants are
helpful in introducing the abilities and skills that are not available for the organization. The
consultants who are hired for training or setting up the projects are helpful for enhancement
of productivity. The service consultants are engaged in different activities that helps in proper
development of strategies.
Disadvantages – The levels of company knowledge that are gained by the external
consultants are quite low and this has the ability to develop work conflict as well. The quality
and communication based concerns are also considered to be a major gap that is related to
hiring external consultants (Deery and Jago 2015).
(b) Outsourcing
Advantages – A company can gain more experts with the help of outsourcing. The
jobs that are a part of business operations can be completed fast by outsourcing them to the
outside employees.
Disadvantages – The management of an organization tends to lose control over the
operations and employee work processes as well. The hidden costs can also have a negative
impact on the costs of the organization (Sekhar, Patwardhan and Vyas 2018).
(c) Internal HR service
Advantages – The internal HR services or recruitment can reduce time taken by the
employees to adjust to their work environment. The costs related to recruitment are less in
case of internal HR based services.

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Disadvantages – The levels of resentment among the managers and employees are
developed as a result of the internal recruitments. A major gap is also created in the existing
staff due to various internal work recruitment processes (Banfield, Kay and Royles 2018).
(d) Internal non-human HR service
Advantages – The major advantages of internal non-human HR services are mainly
based on the ways by which the management is able to develop knowledge based on the
needs of employees, the gaps that exist within the organization.
Disadvantages – The internal non-human HR services do not include recruitment
within the organization and from outside the organization as well (Sekhar, Patwardhan and
Vyas 2018).
(e) Merging business units
Advantages – The companies gain access to huge levels of cash after the merger
based operations and diversification is also increased in the process.
Disadvantages – The investments related to merging business units are a major
disadvantage related to the merging operations (Deery and Jago 2015).
Answer to Question 2 – PESTLE analysis of A+ Education Group, Tuition Centre
Political factors – The political condition of Malaysia and stability of the
environment is considered to be a major factor that affects the policies and operations of A+
Education Group. The government of the country has an impact on the education levels of
students and operations of an education centre as well.
Economic factors – Malaysia is considered to be the third richest country in the
region and the GDP per person was calculated to be 11,000 Dollars in the year 2014. The

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currency of Malaysia has devalued against Dollars and has a major impact on the economic
condition of the country. The expense of labour force is also a major factor that has an impact
on economy of Malaysia. The Education system of Malaysia is also influenced by economic
stability in the country (Chatterji et al. 2016).
Social factors – Malaysia has been affected by the dynamic leadership levels in the
country and the country has targeted the policies towards urbanization. Social issues
including unemployment, exploitation and poverty have an influence on the education based
organizations in Malaysia.
Technological factors – The major organizations have started outsourcing
manufacturing processes with respect to the well-established infrastructure of firms in
Malaysia. The education organizations have been influenced by the implementation of
technologies in the classrooms. Internet connectivity is able to play a major role in the ways
by which students are provided with effective levels of knowledge (Cândido and Santos
2015).
Legal factors – The Malaysian law has been influenced by Great Britain in a huge
manner. Independence had been gained by Malaysia in the year 1957 and the legal history of
the country has been influenced in a huge manner by the Indian and Australian laws. The
criminal code that is followed in Malaysia had been formed after the Indian criminal code.
The regulations and laws developed by the government thereby have an impact on the
education based system of Malaysia.
Environmental factors – Pollution and deforestation have an influence on the
environment of Malaysia. The country is also blessed by the diverse ranges of flora and
fauna. Urbanization has however been able to affect the environmental conditions in a
negative manner due to increase in deforestation levels. The educational organizations in

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Malaysia like A+ Education Group will have to develop the operations in such a way that can
reduce the impact of its operations on the environment (Wolf and Floyd 2017).

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References
Banfield, P., Kay, R. and Royles, D., 2018. Introduction to human resource management.
Oxford University Press.
Cândido, C.J. and Santos, S.P., 2015. Strategy implementation: What is the failure
rate?. Journal of Management & Organization, 21(2), pp.237-262.
Chatterji, A.K., Durand, R., Levine, D.I. and Touboul, S., 2016. Do ratings of firms
converge? Implications for managers, investors and strategy researchers. Strategic
Management Journal, 37(8), pp.1597-1614.
Deery, M. and Jago, L., 2015. Revisiting talent management, work-life balance and retention
strategies. International Journal of Contemporary Hospitality Management, 27(3), pp.453-
472.
Sekhar, C., Patwardhan, M. and Vyas, V., 2018. Linking work engagement to job
performance through flexible human resource management. Advances in Developing Human
Resources, 20(1), pp.72-87.
Wolf, C. and Floyd, S.W., 2017. Strategic planning research: Toward a theory-driven
agenda. Journal of Management, 43(6), pp.1754-1788.