Strategic HR Plan: Advanced Diploma Leadership - Charity-Care

This report presents a strategic human resource plan for Charity-Care, addressing the alignment of HR strategies with overall business objectives. It examines environmental factors, future labor and skills needs, technological impacts, and relevant legal requirements. The plan outlines strategic objectives and targets for HR services, emphasizing the importance of employee engagement and cross-training. It discusses the costs and benefits of implementing a Human Resource Information System (HRIS) and details the key components of a strategic HR plan, including talent assessment, forecasting, and development. The report also touches upon implementation strategies, risk management, and emerging HR practices such as digitalization and the use of AI, concluding with an overview of labor supply options and their implications.

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Advanced Diploma of Leadership and Management
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ASSESSMENT 1
Human Resource Strategic Plan
Business Strategic Plan
The strategies for resources are concerned with a relationship that is two-way between
strategies of the overall business and the separate resource areas strategies such as technology,
finance, information and people. The strategy of human resource at Charity-Care is a vital
element of the resource base. All companies run two strategies side by side, short term and long
term. Research by Mazzola, Marchisio and Astrachan (2008 p.241) shows that short-term
strategies are used for the achievement of the goals which are desired in the dynamic
environment or deviation from the goals of the organization while long-term strategies are linked
directly with the future aims and objectives of the organization. Human resource has several
strategies which can be integrated into the business plan of Charity-Care and which can be
divided into three basic elements namely staff, organizational culture and reward planning. The
staff as a resource is known as the hard approach dealing with the deployment, supervision,
control and motivation of employees in the organization through processes and systems. It assists
in the classification of the people based on their core competencies for possible strategies in the
future are also targeted at the setting and evaluation of the performance of individuals. In
addition, it also deals with retention, recruitment, development and training of staff.
On the other hand, organization culture is about how the company is organized, beliefs,
procedures and rules, which define the culture of the company. Organizational culture includes
person culture, task culture, role culture and power culture. The key element in the power culture
is controlled, whereby in this type of culture, decisions are centralized around one key
individual. In the power culture group work is not evident, thus the organization can swiftly react

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to any kind of danger posed to the organization as no consultation is involved. In the role culture,
organizations are split into different functions and each function is assigned a role. The role of
culture is common in today’s organizations. The task culture is a team-based approach for the
completion of a particular task. According to Hahn and Powers (2010 p.63) organizations
establish specific “project teams” that complete tasks on time. In this culture, staff feels
motivated as they are empowered in the making of decisions within their team and also feel
valued as they are given the responsibility of bringing the task to a successful end. The person
culture, on the other hand, is most common in not-for-profit organizations whereby the
organization’s focus is a particular aim or the individual (Sullivan & Richardson, 2011 p.4).
Environmental Analysis
Environmental analysis is the scanning of the business environment to establish if it is
feasible for the conduct of business. Charity-Care can look at opportunities for the
accomplishment of competitive advantages in the firm’s environment. The main point for the
environmental analysis and keys to competence is the acknowledgment of the competition
between firms which is basically a run for knowledge strengthening since it is the power and
position of a market (Lau, Liao, Wong & Chiu, 2012 p.1244). The top management of Charity-
Care are not able to maintain concentration on all the firm’s activities and the necessary
competencies to undertake. Therefore, the management’s objective is for the attraction of
attention to the competencies affecting competitive advantage, as managers are judged based on
their ability to exploit, cultivate and identify the core competencies that make growth possible.
The environment is not considered stable, as it may change in regards to the change of the
external and internal organizational forces. Charity-Care should therefore be bendable and
flexible to such environmental changes. As a business adapts and evolves to the changes in the

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organizational forces and to new opportunities and conditions, it should formulate strategies to
deal with the dynamic environment which should be changed and updated over time (Nadkarni
& Barr, 2008 p.1398).
Future Labor/Skills Needs
According to Sageer, Rafat and Agarwal (2012 p.33) employee skills are integral to the
success of any organization. Skilled employees assist the organization in integrating, building
and reconfiguring external and internal resources so as to address rapidly changing
environments. Further research by Njoroge and Yazdanifard (2014 p.677) the more flexible
employees are or the more they have the ability to fulfill the congruence of the business
activities, the more they will be in a position to work on adapting and integrating their skills,
resources and functional competencies to match the supplies of the organization’s dynamic
environment. The dynamic skills and competencies of employees at Charity-Care usually assist
the organization in spotting new business environmental patterns, dysfunctional practice and
avoiding tactical blind spots (Christensen & Rog, 2008 p.747).
Technology
According to (Brynjolfsson and McAfee, 2012 p.14) the revolution of information
technology has brought effects that are dramatic to the labor market and jobs. A variety of
manual and routine tasks which were previously being carried out by humans have since been
automated, thus replacing workers. In contrast, new technologies have complimented non-
routine, social and cognitive tasks, which has made work in such tasks more productive. The
effects of new technology have polarized the labor markets; while there have been a stagnation
of low-skill jobs, fewer jobs and those which are lower-paying for middle-skill workers have
been prevalent. On the other hand, high skilled workers have been getting higher pay which has

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increased labor inequality. Artificial intelligence advances have greatly accelerated the ability of
computers of performing cognitive tasks, which has heightened concerns about the automation of
the jobs requiring high skills. New technology has complimented many tasks at Charity-Care
which has increased innovation, quality and productivity. Machine learning and big data have
increased the ability of machines to perform social (language), physical and cognitive tasks.
Greater access to data, telecommunications and analysis tools have affected job roles and job
design which have allowed many workers to focus more on innovation, continuous
improvement, collaboration and social interactions. In addition, new technology has enabled jobs
requiring high skills to be more motivating intrinsically, which has enabled more
decentralization and improved the use of skills and tasks (Beniger, 2009 p.17).
Legal Requirements
Recently, the new Labor-led government announced a new bill that would implement the
amendment of the Employment Relations Act 2000 (Forth et al., 2013 p.67). Most of the changes
which the previous government made generally provided greater rights for workers. Potential
changes which were proposed by the previous government seek the inclusion of the collective
agreements, whereby the change will be based on a recent case law and may be including
calculation methods or pay. Charity-Care managers must pass on information regarding
workplace trade unions to potential workers along with a form on which the worker will indicate
their willingness of being a member (Kruppe, Rogowski & Schömann, 2013 p. 245). In addition,
there are improved protection measures for members of the organization which includes an
extension of the threshold of twelve months to eighteen months.

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PART B
Strategic Objectives and Targets
Charity-Care’s strategic objectives and targets for human resources services are to ensure
that the employees of the organization have the ability to meet staffing needs in the future. For
the achievement of the goal, the line managers and human resource employees at Charity-Care
must work together in the assessment of the current employees’ qualifications and skills. The
strategy will help in determining the best action which the organization’s human resources can
take such as planning on succession. Charity-Care should also implement cross-training which
would support the strategies of the organization’s human resources. Cross-training would
improve Charity-Care’s workforce expertise and mobility by broadening the employees’
expertise and skills. In addition, Charity-Care should measure the engagement of their employees
to ensure that they are fully engaged. The human resources professionals at Charity-Care should
also continually strive for executive leadership by becoming members of the executive.
Cost and Benefits
Charity-Care should implement the use of the human resources information system.
Although the system’s implementation will be costly to the organization, the benefits are high.
For example, the organization, human resource professionals and employees will benefit from a
computerized human resource information system that is well-functioning. In addition,
employees, HR professionals and the organization can benefit from a well-functioning
computerized human resource information system. In addition, Employees, HR professionals and
the organization can benefit from a well-functioning computerized human resource information
system. In addition, Charity-Care will benefit from the electronic storage of data in a single place

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that is easily accessible. Charity-Care will be able to pull the data from reviews of performance
and the salary history of employees which would assist in making salary bonuses and raises.
Technology
The best technology and system which Charity-Care can use to support agreed human
resources practices and programs is the human resource information system (HRIS) which is a
means of distributing, retrieving, analyzing, manipulating, storing and acquiring of pertinent
information regarding the organization’s human resources (Normalini, Kassim, Ramayah and
Kurnia, 2012 p.608). The system includes customized software programs which are run on a
computer server.
Strategic Human Resources Plan
Charity-Care’s strategic human resources plan should include an assessment of the
current capacity of the human resource. Before the company makes any move in the hiring of
new employees, it should understand the current pool of talent in the organization and aim at
developing an inventory of skills for all the current workers. The organization should then
forecast the requirements of the human resource. Charity-Care can achieve this by assessing its
demand for employees who are qualified and the supply it has of those employees either outside
or within the organization and manage the demand and supplies carefully. In addition, Charity-
Care should develop strategies for talent addition. Research by Daley (2012 p.122) shows that
the development of talent is an integral part of the process of management of human resources.
Lastly, the organization should review and evaluate whether the plan has assisted the company in

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the achievement of goals in factors like employee satisfaction, retention, company profit and
production.
Implementation and Risk Management
The implementation of the human resources strategic plan would involve the company’s
top management so as to provide support for the plan so as to minimize the risks. If the plan is
running smoothly, I would move on with the plan, although if there are any challenges along the
way, I would change up various aspects to ensure that the plan suits the needs of the company.
ASSESSMENT 2
1. What emerging HR practices and trends might you find in your industry
Reviewing culture and continuous
Speeding up of performance management
Digitalized rewards and recognition
HR robots (Artificial intelligent driven HR)
Use of online skills management
Increase in contingent workforce management and part-time employment
Changes in consumer patterns and expectations
Trends in economic
Change in political or legislative
Change in qualification or educational.

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2. What is meant by term “future labor needs”?
“Future labor needs” are the resources needed in the workforce planning for identifying
and responding to future human resource wants that are required in the accomplishment
of a certain project (Franzel, 2018).
3. What options are available for sourcing labor supplies and what are their benefits
and restrictions
Using consultants or contractors
The hiring of interns and fresh graduates
Hiring causal labors
Employing offshore workers.
The option for sourcing labor supplies is beneficial in clearing the organizational workload
and maximizing profits. The options are restricted to work as full-time employees and their
employment contract is recognized as temporary.
4. What strategic objectives and targets relate to a human resource?
Ensuring the organization’s workforce is capable of meeting future staffing needs
Effectively building and maintain good working relationships.
Improving organization operations through good communication, planning and strategizing.
5. What options are available for the provision of Human resource services?
Outsourcing (whereby the service are carried out in other places away from the
organization)
External provisions by contractors or consultants
Merging of business units
Internal non- human resource provisions

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6. What should be included in the human resource plan
the human resource plan should include project organizational charts, roles and
responsibilities of team members and staffing management. Furthermore, staffing
management includes recognition and reward systems, training required for the
development of skills, how performance reviews will be conducted, the timeline for skills
or resources and how resources will be acquired.
7. What legislation must you consider when developing HR strategies and plans?
Explain the purpose of each legislation
Workplace and safety legislation
Equal employment opportunities legislation
Sexual harassments
Age discrimination in the employment
8. List four benefits of strategic planning?
Allowing an organization to be proactive but not reactive.
Making of business durable
Helps the organization to increase market shares and profitability
Eases the operation of an organization.
9. What strategic services could you utilize when developing a strategic plan?
Forecasting
Chats
Service partners

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10. What is a PEST analysis?
PEST analysis is defined as a measurement tool that is used in the assessment of markets for
a certain business at a specific period (Kayaga, Kingdom and Jalakam 2018 p.49). The term
“PEST” stands for political, economic, social and technological factors. A thorough analysis of
the factors assists the organization to make the right decisions. Furthermore when analyzed well,
“PEST” also helps a firm to improve its operations by studying several factors that might
influence the business (Gheibi, Karrabi, Mohammadi and Dadvar, 2018 p.1).
11. Define 3 real benefits of planning?
Determining Milestones- Planning helps in assessment of the milestones and establishment of
quantifying goals.
Allocation of Resources- planning assists in allocating the limited resources in the organization
like material, people and time in a systematic or orderly manner.
Clear vision- Planning helps the organization to ensure that coherent actions are established and
are consistent with the priorities and values of a decision maker. Furthermore, planning assists
managers in controlling and bringing the solution to a situation.
12. Briefly, describe an approach you would take when developing an HR strategy?
Goal setting is a suitable approach I will take when developing an HR strategy. The approach
involves the development of action plans that will motivate and act as a guidance of employees
towards the goals (Baum, 2018 p.873).
13. Provide a detailed description of the functions of Human Resource Management?
The functions of human resource management include planning, staffing and employee
development.

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Planning- the function determines the type and number of employees and resources required to
accomplish the goals of the organization. Planning requires information collection and analysis
in order to forecast human resource supplies and predict the future needs of human resource.
Staffing- This is a human resource function of acquiring, employing, developing, remunerating
people and making sure skilled employees are available. The function makes sure that the right
people are available for selection at the right time (Bányai, Landschützer and Bányai 2018
p.3692).
Employee Training and development- This function includes an attempt to improve both future
and current performance of a staff by increasing their abilities and capabilities through increasing
one’s skills and experience in a particular subject or education. Furthermore, the function also
provides promotions and support career development in the organization (Collings, Wood and
Szamosi 2018 p.1-23).
14. What things are involved when implementing an HR strategic plan?
There are different things required while implementing an HR strategic plan include performance
appraisals, action plans and performance reviews.
15. Periodically evaluations of the strategic plan are needed for long-term success. What
objectives you will include by doing these evaluations?
Increasing the overall market share by a specific figure
Increasing customer retention
Achieving and maintain effective customer services.
Expanding the sales to the global sales.
Improving distributions and supply relationships.