Human Resource Strategic Planning: Analysis and Implementation

This report provides a detailed overview of human resource strategic planning within an organization, emphasizing its role in aligning human capital with strategic objectives. It explores the research requirements for HR planning, including environmental analysis using tools like PESTLE to identify emerging practices and trends. The report discusses the development of a strategic HR plan, covering key aspects such as recruitment, job design, professional development, and performance management. Furthermore, it addresses the implementation phase, highlighting the importance of collaboration, monitoring, and risk management. The conclusion underscores the significance of effective HR strategies in achieving organizational goals, improving work culture, and enhancing financial performance.

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT
Name of the student
Name of the University
Author’s Note

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Table of Contents
Introduction................................................................................................................................2
Research human resource planning requirements......................................................................2
Developing human resource strategic plan................................................................................5
Implementing human resource strategic plan............................................................................8
Conclusion..................................................................................................................................9
References................................................................................................................................10

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Introduction
The report provides an overview on the management of human resource strategic
planning within my organization. Human resource (HR) strategic planning refers to the
procedure that recognizes present as well as future human resource requirement for specific
enterprises in order to achieve its target. This is one of the inseparable parts of strategic
planning procedure in the enterprise that is closely related to its mission, vision and target. In
this context, HR strategic planning also decisively contributes to reduce risk relating to
staffing requirement for achieving enterprise target (Armstrong and Taylor 2014). The
requirement of strategic planning occurs from dynamism of social as well as economic life
along with proactive approach in the company. It connects individual’s aspect of enterprise
directly to strategic plan. It has huge significance in the organization as it facilitates in getting
awareness of enterprise and management of workers for helping the management achieve its
target and objectives. This study focuses three parts -planning requirements, development of
HR strategic plan and proper implementation of HR plan in the enterprise.
Research human resource planning requirements
1. HR strategic planning is one of the vital component of business that enables the employees
of enterprise to meet demands of future (Bamberger, Meshoulam and Biron 2014). It assures
that there is right number of individuals with right skills in right location at right time. For
analysing strategic plans of the organization, it might be useful for reviewing written plans
that deals with enterprise vision, mission, operational and strategic objectives for next period.
Moreover, the different dimensions of HR strategic planning are temporal as well as
functional. The functional dimension of HR planning aims at antedating future strategic
requirements by considering enterprise strategic objectives. On the other hand, the temporal

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dimension targets at connecting time horizons that is covered by HR plans with enterprise
plans.
The objectives and target of HR plan relate to identification of human capital as resource
that drives enterprise success. In addition to this, it also relates to recruitment, workforce
planning, employees development and engagement, training and development, pay and
reward, succession planning and performance management (Bratton and Gold 2017).
2. For identifying emerging practices and trends of HR planning, environmental analysis has
been undertaken in the organization. The reason behind this is that this environmental
analysis influences HR practices directly as well as indirectly (Yang 2012). The
environmental factors that influences HRM are controlled by the enterprise through adoption
of effective strategies in order to gain more competitiveness in terms of highest output.
A common tool that can be used for undertaking this environmental analysis is PESTLE. It is
a vital tool that is mainly focused on crucial external environmental factors, which in turn
affects present as well as future of enterprise. The acronym of PESTLE is Political,
Economic, socio- cultural and technological. These factors
Political-There are several political factors that impact the HR management of the enterprise.
These factors include- legislation, industry laws, forthcoming global changes, health and
safety laws, data protection, tax policy and tariff laws.
Economic- The economic factors refers to the activities within the economy that impacts the
HR practices of the organization. These factors involves- exchange rates, level of inflation,
level of savings and debt, unemployment rate, growth of national income, wage rate,
minimum wage, interest rate and living cost.

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Social- It refers to the factors that occur socially in marketplace where the enterprise
operates. These factors are – population rate, income distribution, age distribution, lifestyle
changes, consumer behaviour and so on.
Technological- Advancement of technology impacts the HRM as well as competitive position
of enterprise. These technologies are- Web 2.0, social networking websites and so on.
Legal- The change in legislation also impacts the HR practices of the organization. These
factors are – resources, employment, quotas and so on.
Environmental- Other environmental factors that impact HR practices of the entity includes-
stakeholders, labour market, demographic factors.
Two emerging HR trends and practices that are relevant for my organization are –
 Maintaining as well as creating collaboration competencies through advancement of
technologies
 Developing effectual work- labourer capabilities fit owing to economical factors such
as globalization.
3. Recognition of future labour requirements is one of the vital parts of planning procedure
and also assures that enterprise target can be attained. HR planning uses insights about
fluctuations of labour to measure appropriate labour supply for the enterprise operations
(Buller and McEvoy 2012). The examples of my preferred options that are used for sourcing
supply of labour are-
 Employing off- shore labourers- As off- shore labourers work at cheaper cost in
other nations with respect to local labourers, this strategy is mainly used for
completing tasks in few cases where our organization is not equipped for handling
(Kunze, Boehm and Bruch 2013).

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 Outsourcing-This refers to the hiring practice outside the enterprise for performing
services as well as creating products that are performed within the enterprise.
Moreover, it provides benefit of being cost –effective and flexibility in the
operations.
 Utilizing consultants- This is one of the popular options mainly when particular
skills are needed for short time period. My enterprise uses consultants for
providing training to all the employees when required.
4. From my perspective, some important points that is useful to think about while considering
effect of technology on the job roles are-
 The total number of individuals needed for doing work
 Working practices as well as procedures
 Location of individuals while doing work
 Skills needed for doing work
Digital technology will certainly influence job roles in my organization as it help the
labourers to work from remote areas. This might impact on the different methods of operating
in business.
Developing human resource strategic plan
5. Two potential changes to legal as well as industrial requirements include-
 Bullying in workplace-It is persistent mistreatment pattern from others in
workplace which causes emotional harm. From the HR perspective, it has two
main implications – a) it violates employees dignity b) bullying is connected to
managerial practices such as – reward systems
 Employment and entity Bill- The HR law is mainly related to employment and
workers law that encompasses different regulations that is specific to the HR

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professionals. This Bill deals with issues which HR professionals contend with
several work functions.
The examples of changes that one should be aware of are given below-
 Rewriting labourer guidance on the standards of predicted behaviour
 Training for HR managers for identifying workplace bullying
6. The methods that can be used while consulting with relevant managers about HR
preferences are-
 Group presentations
 Face – to – face meetings
 Video- conferencing
It is vital to inform the mangers about-
 What practices and process we are following
 What are we looking from them
 What will we do with the input
7. HR philosophy mainly revolves around HR management beliefs as well as assumption
about individual’s nature, requirements, values and approach towards work (Hendry 2012).
These beliefs as well as assumptions determine how individuals must be treated. It mainly
about leadership style of management team, values and corporate culture. The managers must
be included in agreeing with HR philosophy and values
8. The objectives and targets of the plan in my organization-
 Recruitment and selection
 Job design as well as analysis
 Professional development

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 Retention of staff and succession planning
 Performance management
These will enable-
 Communication plans as well as activities
 HR budget allocation
 Success measurement
9. Some examples of various options for provision of HR services are-
 External provision by consultant
 Business unit merging
 Outsourcing
External consultants is used for carrying out huge range of HR services involving- policy
development, recruitment, job design and so on. HR service provision is provided in this way
as it increases flexibility in business operations and is cost- effective ( Jiang et al. 2012).
The costs and benefits that are associated with few aspect of HR service are-
 Recruitment and training of employees (Phillips 2012)
 New technologies and other equipment
 Rebranding
10. Technology and system that is used to support HR programs as well as practices in my
organization are-
 Planning training and development and record as well as manage training activities
 Processes of performance management using documentation for supporting
interaction between workers and managers (Stone and Stone 2013)

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11. The vital ingredients of strategic HR plan are-
 Budget
 Objectives
 Timeframes
I have gained huge support for strategic HR plan from senior managers by-
 Listening to managers regarding HR preferences
 Working with managers for attaining detailed understanding of corporate target
 Attaining opinions as well as advice of senior managers concerning HR plan
12. While developing risk management plan, few key questions to be asked for managing the
risk are-
 Event- What might happen in the event?
 Probability- What is the chance of happening?
 Mitigation- How the chance of happening can be reduced?
Implementing human resource strategic plan
13. For implementing the plan, the persons with whom we should work are-
 HR personnel-
 Senior managers
 External consultants
 Outsourcing agencies
While involving with them, I have written formal agreements regarding timescales, costs.
In fact, the nature of involvement with other persons involve informal conversation and
proper communication.
14. The reasons behind monitoring and reviewing the plan are-

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 Key actions that is to be followed in HR practices
 Completing the project within the timeframe
 Knowing about the progress of plan
The questions that is to be answered relating to this are-
 Does the budget of HR plan been adhered to?
 How to overcome obstacles occurring during implementation of plan?
 What is the result of actions taken till now?
15. Few examples of change in the circumstances that can impact HR plan involves-
 Direction change in enterprise strategic plan
 Change in industry needs or enterprise law
In fact, these adjustments were made to the plan in order to make decisions for re- panning if
required.
16. Evaluation of performance enables me to –
 Examine whether the objectives in plan has been appropriate
 Identifying whether budgets as well as deadlines been adhered to
 Report progress to the stakeholders accurately
The methods of evaluation used are-
 Training
 Promotions
 Other disciplinary actions

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Conclusion
From the above discussion, it can be concluded that implementation of effective
strategy helps to manage HR planning in proper way. It helps the HRM to attain the
objectives as well as target of enterprise. Moreover, it also improves the work culture and
operations in business. As a result, this increases profit margin and improves financial
performance of business.

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References
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bamberger, P.A., Meshoulam, I. and Biron, M., 2014. Human resource strategy:
Formulation, implementation, and impact. Routledge.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Briscoe, D., Tarique, I. and Schuler, R., 2012. International human resource management:
Policies and practices for multinational enterprises. Routledge.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and
performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-
56.
Hendry, C., 2012. Human resource management. Routledge.
Jiang, K., Lepak, D.P., Han, K., Hong, Y., Kim, A. and Winkler, A.L., 2012. Clarifying the
construct of human resource systems: Relating human resource management to employee
performance. Human resource management review, 22(2), pp.73-85.
Kehoe, R.R. and Wright, P.M., 2013. The impact of high-performance human resource
practices on employees’ attitudes and behaviors. Journal of management, 39(2), pp.366-391.
Kunze, F., Boehm, S. and Bruch, H., 2013. Organizational performance consequences of age
diversity: Inspecting the role of diversity‐friendly HR policies and top managers’ negative
age stereotypes. Journal of Management Studies, 50(3), pp.413-442.
Phillips, J.J., 2012. Handbook of training evaluation and measurement methods. Routledge.
Stone, R.J. and Stone, R.J., 2013. Managing human resources. John Wiley and Sons.

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Yang, Y.C., 2012. High-involvement human resource practices, affective commitment, and
organizational citizenship behaviors. The Service Industries Journal, 32(8), pp.1209-1227.