Resource Plan: Analysis of HRM and Resource Management Strategies

This report presents a detailed resource plan for a seasonal lawn care firm, encompassing various aspects of human resource management (HRM) and overall resource allocation. The executive summary highlights the critical role of resource management, especially for seasonal businesses, focusing on both medium and long-term goals. The report delves into HRM functions, including staffing, recruitment, selection procedures, employee motivation, and training. It further explores strategies such as talent management and leadership within the enterprise. The analysis extends to resource planning, covering types of resources, material requirement planning, financial management, stock and capacity management, and supply chain considerations. A significant portion of the report is dedicated to technology, equipment, and physical resource planning, along with potential challenges and their solutions. The plan covers all the key aspects of resource planning, including financial budgeting, risk assessments, and mitigation strategies, which are essential for the success of the lawn care business. Overall, the report provides a comprehensive framework for managing resources effectively, ensuring operational efficiency, and achieving organizational objectives within a seasonal context.

RESOURCE PLAN
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Resource Plan 2
Executive Summary
Resource management is crucial for any corporation as it dictates the structure for the
management of a skilled workforce within a company. Conversely, the resource plan was
evaluated based on medium and long-term goals. In the medium-term goals, the plan focused on
creating permanent solutions, like workforce motivation and training, and staff recruitment and
assortment criteria, which would be implemented over six months. Contrary, the long-term goals
focused on primary capital expenditure, such as buying amenities and equipment, and the
application of policies and procedures that ensure the firm’s profile matches the management’s
ideas. Notably, the small seasonal enterprise was represented by the lawn care-corporation that
utilized human, monetary, and raw material resources, and it operates on an annual basis.
Besides, the company invested 550,000 dollars over the 12 months, whereby it was used to cater
for recurring expenditures like quarterly taxes, staff wages, and annual insurance premiums.

Resource Plan 3
Table of Contents
Contents
Introduction.................................................................................................................................................4
HRM...........................................................................................................................................................5
Function of HRM...............................................................................................................................5
Strategies of HRM.................................................................................................................................6
Talent and Human Capital...............................................................................................................6
Headship of the Enterprise...............................................................................................................7
Staffing: Recruitment and Selection Procedure..................................................................................7
Importance of the Recruitment and Selection Procedure...............................................................8
The Essence of Job Description........................................................................................................8
The Essence of Person Description...................................................................................................9
Importance of Employee Motivation and Training Development.................................................9
Managing Workers..............................................................................................................................10
Performance of management..........................................................................................................10
Worker Engagement and Retention...............................................................................................11
Resource Management of a Seasonal Lawn Care Firm........................................................................11
Resource Planning of the Small Seasonal Enterprise.......................................................................11
Types of Resources..........................................................................................................................11
“Material Requirement Planning” (MRP)....................................................................................12
Managing Finance...........................................................................................................................12
Stock and Capacity Management...................................................................................................13
“Supply Chain Management” (SCM)............................................................................................13
Resource Planning...................................................................................................................................14
Technology Resource Plan..................................................................................................................14
Equipment and Physical Resource.....................................................................................................14
Potential Challenges and their Resolutions during Resource Planning...........................................14
Conclusion and Recommendations........................................................................................................15

Resource Plan 4
Introduction
“Human Resource Management” (HRM) focuses on formal structures devised for the
management of skilled personnel within an organization. Generally, the duties of an HR manager
fall within three main categories: worker benefits and compensation, staffing, and designing
work—the latter aims at maximizing the profitability of an enterprise by optimizing the
efficiency of its workforce. Alternatively, the resource plan of the small seasonal corporate was
based on worker and resource perspectives over 12 months. Notably, the plan was structured
based on medium and long-term bases. In the medium-term strategy, the resource plan
prioritized more permanent resolutions, such as worker motivation and training, and staff
recruitment and selection procedures. Besides, this approach would be implemented for over six
months. In the long-term strategy, the resource plan focused on solving issues permanently. The
strategy addresses the competition situation of the enterprise. That is, its economic, political, and
social environment, which would influence the organization’s position to attain long-term
objectives. Conversely, long term goals evaluate the vital capital expenditures like buying
equipment and amenities, and implementation of procedures and policies that structure the firm’s
profile to match to ideas of the management. Importantly, the long-term strategy would be
implemented over 12 months.
HRM
Function of HRM
The primary function of the HRM is to increase worker performance to their highest
degree, such that they correspond with their roles in the company. Thus, the HRM prioritizes on
acquiring services of skilled personnel, enhancing their skills, motivating them, and ensuring that
they progressively maintain their commitments towards the firm (O’riordan, 2017, p.12).

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Notably, the functions of HRM are either managerial or operative, and they assisted the small
seasonal corporate in structuring its internal environment. In the managerial roles, the HRM
prioritizes on planning the number and type of workers needed to attain the organizational
objectives. Necessarily, research forms are critical to HRM planning as they help the company’s
management to gather, evaluate, and identify existing and future needs within it (Silva & Lima,
2018, p.115). Other managerial roles include the firm’s organization whereby tasks are allocated
to each member depending on their skills; and its direction that focuses on workers active in
various levels.
On the other hand, the operative roles include recruitment, whereby the HRM evaluates
the pool of potential candidates who can assist the company attain their objectives, and enable
management to select the right skilled personnel (Ekwoaba, Ikeije & Ufoma, 2015, p.25).
Besides, the HRM function considers the nature of jobs, such as skills, work experience, and
qualifications needed for a particular job position (Bibi, Yang, & Ahmad, 2012, p.1). Besides,
the latter focuses on training and development, which enables workers to have new knowledge
and skills to perform their tasks effectively.
Strategies of HRM
The HRM strategies are plans that enable the company to implement various functions in
its HR departments (Coda, César, Bido & Louffat, 2009, p.17). Frequently, these strategies are
directed by general approaches of the corporate, and they assist it in attaining its medium and
long-term objectives through its staff. These plans are explored as follows;
Talent and Human Capital
The talent embodies the human capital of the organization, and it is vital to attain its
success. Importantly, it is an asset that the corporate must strive to maintain, as it dictates the

Resource Plan 6
HRM system that can help in having a comprehensive staffing structure. Due to this fact, the HR
department must project the staffing needs of the organization in the future, while also, enlisting,
hiring, and maintaining the best talents it has (Thomson, 1998, p.317). For this to be effectual,
the HRM department must identify the several competencies needed for each task, like
capabilities, knowledge, and skills required to perform multiple tasks (Silva & Lima, 2018,
p.116). As a consequence, the company can draft detailed task descriptions that will guide them
to find the best talents for the job.
Headship of the Enterprise
The leadership of the corporate determines the success or failure of its medium and long-
term objectives. As a result, the HRM department is crucial in the company’s leadership, as it
finds the best executives to steer the enterprise in the right direction (Cappelli, 2015, p.56).
Hence, it boasts past success in selecting the right executives can easily convince the board of its
recruits. To do this efficiency, HR managers must be actively engaged in an advisory capability,
such that they can input what is best for the firm’s future.
Staffing: Recruitment and Selection Procedure
The enlistment and selection process focuses on identifying the need for a task, locating
the requirements of the position and the job holder, publicizing the position, and selecting the
most suitable person for it (Larson & Hewitt, 2012, p.21) Notably, the process is a crucial
objective of management, as the success of the small seasonal corporate depends on the quality
of its workforce within the six months. Due to this fact, drafting workers with the appropriate
skills can add value to the business. Importantly, while recruiting employees, the company
should assess their ability to pay their wages, such that they can reduce their costs.

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Importance of the Recruitment and Selection Procedure
The process is crucial in finding good quality employees. Due to this fact, the company
can establish a job description and advertisement criteria that will attract the right skilled
personnel (Ahsan, Ho & Khan, 2013, p.37). In addition, the organization may need to identify
which jobs need recruitment, and whether or not further training is necessary. In the small
seasonal corporate, the HR manager may consider publicizing sales and marketing manager
position for anyone who can promote the company’s brand, and effectively introduce its new
items to the market (Moroko & Uncles, 2009, p.183) Also, the latter may advertise the position
on the company’s official website, social media sites, and online task boards. Notably, these
advertisement approaches were utilized as they were cost-effective.
The Essence of Job Description
The job description aims to gather job-related information to advertise for a certain task.
It also helps in targeting, attracting, enlisting, and choosing the right candidates for the task

Resource Plan 8
(Mader-Clark, 2013, p.9). Hence, it is done to determine what needs to be delivered in a specific
job. For the sales and marketing manager position, the company may state that they are searching
for someone who can help in advertising, and selling the company’s products. Besides, the
person may be required competitive merit for the firm in the market industry. Alternatively, the
company may stipulate other responsibilities of a sales and marketing manager are to generate
distinct sales plans, developing engaging advertisements, create pricing approaches, and meet
sales and marketing HR objectives (DeCenzo, Robbins & Verhulst, 2016, p.116).
The Essence of Person Description
Generally, this focuses on a person’s qualities that make them fit for a task. In the small
seasonal enterprise, the company may require the potential candidates of the sales and marketing
manager position to have a bachelor’s degree in mathematics, marketing, enterprise
administration, or a related field (Better Team, 2019). Additionally, potential clients may be
required to have 3 to 5 years’ experience in sales or marketing, and experience in management is
termed as an advantage. Lastly, the potential candidates may be required to possess excellent
interpersonal, client service, and communication skills.
Importance of Employee Motivation and Training Development
Worker motivation is a vital aspect of any company because it influences the
performance of the HR department. Thus, motivating employees must be a frequent routine, as it
enables management to attain the firm’s goals. Conversely, motivated workers increase the
company’s productivity, and allows it to accomplish a higher level of output (Muogbo, 2013,
p.71). The small seasonal enterprise may enhance communication by using electronic
communication to improve how employees communicate vital and accurate information. In
addition, the latter may motivate its workers by creating a positive working environment (Dobre,

Resource Plan 9
2013, p.1). The management can achieve this by sending out surveys to its workers, and
requesting feedback on how they can resolve the issues they encounter. Importantly, a positive
workplace is crucial for any firm, as it determines worker productivity. Therefore, the corporate
may ensure that their workers feel appreciated for their efforts, and always keep an “open-door”
policy that makes the management team more approachable.
The essence of training in a workplace is to improve worker performance, which enables
them to understand their duties properly. Through training, the latter’s competence and
confidence are enhanced, which improves their performance. Therefore, training workers assist
in strengthening the firm’s profile and reputation (Rokka, Karlsson &Tienari, 2014, p.804). Due
to this fact, the HR manager can improve the efficiency of the company training program by
personalizing worker development. Such an approach would ensure that the workers are
individually analyzed and recognized in terms of their technological fluency, skills, and attitude
to learning.
Managing Workers
Performance of management
Occasionally, the worker performance management aligns the company’s goals with the
employee’s agreed development plans, competency needs, agreed gauges, skills, and delivery of
outcomes. Generally, the emphasis of an organization is based on improving learning and
development of the workforce to attain the enterprise strategy, and to develop their high
performance (García-Morales, Jiménez-Barrionuevo & Gutiérrez-Gutiérrez, 2012, p.1042). The
small season enterprise can ensure that the performance management procedure of the workforce
is connected with their organizational structures. For instance, they may consider that the
planning models of long-term workers utilize performance management capacities to evaluate

Resource Plan 10
the quality of the workforce, and whether the company is retaining and attracting talented
employees.
Worker Engagement and Retention
Engaged workers are more likely to stay with their company, minimize general turnover,
and the costs linked with it. Thus, they feel a stronger association with their firm’s mission and
vision, which makes them more effectual in their tasks. Due to this fact, the latter build good
relationships with clients, which assists their organization in increasing profitability and sales.
The small seasonal corporate can elevate worker engagement through public recognition of their
efforts, and creating a corporate culture that motivates workers to do their level best (Ahamed &
Sunderasan, 2016). As a consequence, increased workforce engagement assists in enhancing
their retention, as they are satisfied with what the company offers them.
Resource Management of a Seasonal Lawn Care Firm
Resource Planning of the Small Seasonal Enterprise
Types of Resources
Three primary resources are combined and utilized to develop a company’s finished
product. First, human resources comprise the number and type of workers in the company. In this
case, the small seasonal corporation has at least 30 workers who frequently work for an average
of 38 hours per week, except for public holidays. From these 30 workers, one is a sales and
marketing manager,17 lawn carers, three supervisors, two call managers, and seven drivers.
Second, monetary resources consist of the capital that upper management utilizes to purchase
goods and services for the business. In this case, the top management of the small seasonal
enterprise needed 550,000 dollars to purchase goods and services over the 12 months. Third, the
raw material resources required to develop products, or services in a company. In this case, the

Resource Plan 11
latter needed various lawn care raw materials like safety equipment, lawnmowers, uniform and
hats, snow removal equipment, and cutting and digging tools.
“Material Requirement Planning” (MRP)
The MRP refers to a “computer-based inventory management system” developed to
enhance the company’s productivity. In addition, firms utilize these systems to predict quantities
of raw materials and the schedule of their deliveries (Chandraju, Raviprasad & Kumar, 2012,
p.1) In this case, the small seasonal enterprise may consider the gross requirements over the next
12 months by generating the MRP calculation. Notably, this would be based on the amount of
needed material for every produced unit, the existing stock, and the ordered stock. For instance,
safety equipment such as hearing protectors, safety glasses, and “steel-toed work boots” are
required for the lawn care service. Besides, the firm has 12 lawnmowers that enhance the
productivity of the lawn carers, although three more are needed to maximize their productivity.
Currently, the order for the three lawnmowers is at 2600 dollars each, and at least three more
snow removal equipment is needed, whereby each goes for 4,800 dollars.
Managing Finance
To effectively manage the small seasonal corporation, the HR manager must know the
peak seasons to generate a precise cash flow forecast (Fight, 2005, p.3). Thus, the peak season is
during spring, summer, fall, and winter seasons. Conversely, the latter may consider the
recurring variable expenses, such as quarterly tax expenditure, employee wages, and annual
insurance premiums. Planning for these costs during finance management ensures that the
company attains its long-term objectives over the 12 months.

Resource Plan 12
Stock and Capacity Management
The capacity management can be evaluated based on the proportion of unique ability
used over the 12 months. In order to operate at maximum capacity, the small seasonal business
may need to add at least 15 workers to function at a 70 percent capacity. Nevertheless, the
company may opt to use one floor and cease leasing the unutilized space in a proactive effort to
minimize expenditures on insurance, utility, and rent costs linked with the empty space. In stock
management, the HR manager must ensure that the company does not carry items during the
winter off-season. Additionally, an inventory board can assist in keep track of stored materials,
such that supervisors can track items they removed from inventory and placed on trucks.
Notably, The stock and capacity management must be undertaken each day over the 12 months.
“Supply Chain Management” (SCM)
The company’s SCM was developed to promote the various sections of production and
teamwork. When implementing the SCM of the small seasonal corporation, the HR manager
may ensure the company’s suppliers provide quality items that meet the expectations of their
clients (Li, 2014, p.2). For instance, the lawn care firm may consider focusing on plant growers
as the only professionals who can handle and care for the plant, which will minimize multiple
plant handling that may affect the quality of the plant material. Alternatively, the latter may
enhance its SCM by improving the firm’s internal processes, such as estimating materials needs
and sales staff (Mours, 2012). Besides, a weekly meeting between the purchasing department and
production scheduling staff is crucial for precise sequencing and timing of massive landscape
projects. Therefore, measuring the performance of the company’s supply chain may enable the
reliability and responsiveness of orders placed with their vendors, and client satisfaction with the
quality and timeliness of the project.

Resource Plan 13
Resource Planning
Technology Resource Plan
The lawn care company may consider implementing inventory technology of nursery to
ensure that the supervisors can easily count plants that are planted, stocked, and loaded on trucks
to the job sites. Also, the nursery inventory technology will help the company to gain a
competitive edge, as they can reorder based on what is sold. Furthermore, the former may plan to
install lawn care safety technology to minimize potential injuries caused by equipment handling.
For instance, the small seasonal enterprise may purchase a utility trailer, which is suitable when
hoisting various; as a result, the workers would not get injuries while loading the equipment.
Equipment and Physical Resource
The company various equipment and physical resources that may improve the
productivity of its workforce. For instance, sprayers and spreaders can assist workers in
managing essential services more effectually. Besides, they may incorporate multiple
landscaping necessities utilized in landscape maintenance. For example, digging equipment like
a spade, spading fork, mattock, and hoses; and cutting tools such as pruners, loppers, pruning
saw, and hedge shears.
Potential Challenges and their Resolutions during Resource Planning
It is sometimes challenging to locate the right technology for a team of spread out
workers at a budget. Typically, a well-structured task management software ensures that the
duties are progressing as planned, and enables the upper management to see what going on in
various departments visibly. As a result, the company may risk not adhering to its medium and
long-term goals schedule. To resolve this issue, the company may use ProofHub as it is a
versatile and collaborative tool that can help the upper management to track its employees.

Resource Plan 14
Another challenge is that some tasks may be challenging, as they may demand specific levels of
expertise that may be expensive to hire or retain. To resolve this issue, the manager may consider
retraining the available workforce, such that they can manage those tasks with ease.
Conclusion and Recommendations
According to the small seasonal corporation, the company uses three resources to achieve
the utmost performance. These are human, monetary, and raw material resources. Despite this
fact, the company uses the gross requirements to generate the MRP calculation over the 12
months. Importantly, the gross needs were based on the amount of needed material for every
produced unit, the existing and ordered stocks. Consequently, the employee recruitment and
selection procedure were delivered over six months, which comprised publicizing of new posts
like the sales and marketing manager position. Besides, the company ensured that its workers
were motivated by appreciating their efforts, and keeping an “open-door” policy that made the
management team more approachable. Alternatively, the small seasonable corporation may
consider maximizing efficiency by planning efficient routes, such that they can categorize their
clients based on ZIP codes and neighborhoods. Also, it is recommended that the company must
always be willing to readjust its prices to the maximum of sales. Importantly, alterations in the
economy and creating package deals lead to price changes. Thus, the small seasonal enterprise
must readjust its prices depending on demand and supply to maximize its returns.

Resource Plan 15
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Resource Plan 17
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Resource Plan 18
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