Strategic Human Resource Management & Workforce Plan - BTEC HND

This report explores strategic human resource management (HRM) and workforce planning, focusing on how change management models impact HR strategies. It discusses Lewin's and Kotter's change management models, justifying their effectiveness in achieving organizational goals. The report examines various HR outcomes, such as cost per hiring, staff retention, and performance, and how effective HR management contributes to sustainable performance through hiring for value and internal promotion. It suggests HR development techniques, like training and communication, and critically reflects on HR monitoring techniques and their impact on organizational success, referencing Unilever as an example. The conclusion emphasizes the importance of a strategic workforce plan and HR monitoring in achieving organizational goals and creating a positive impact on operations. The document is a student contribution available on Desklib, a platform offering study tools for students.

Strategic human resource
management

Table of Content
 Introduction
 Change management models
 Providing Valid justifications
 Critically explaining change management strategies
 Discussing various HR outcomes
 Effective HR management and development achieve sustainable performance
 Making suggestions for HR development techniques
 Critically reflecting on how HR monitoring
 Conclusion
 References

Introduction
 Strategic workforce plan helps the Human resource manager
to identify the organisation needs and wants in the market.
 They calculate the goals which the company wants to achieve
in the market.
 On the basis of that the HR manager implement a strategic
plan to achieve the future goals and objectives.
 In this report there will be brief discussion about how change
management models can affect the HR strategy.

Change management models
 Change management models are the methodologies and Apaches
which helps the management to make an strategic plan.
 These models could help the organisation to gain a competitive
advantage in the market.
 There are various change management models which support the HR
Strategy are mentioned below:
 Lewin's change management model
 Unfreeze
 Change
 Refreeze

Continue
 Kotter's Change management theory
 This model was developed by Kotter in order to understand
the psychology of various individuals.
 While, implementing the new change management process
in the workplace.
 There are various steps which are described below:

Providing Valid justifications
 The models which are described above is effective for the
human resource department in order to achieve the goals and
objectives which is set by the management.
 There are various benefits of the Lewin's model.
 This can help the employees to understand the new vision of the
company.
 On the other hand, the Human resource department can
motivate the employees to improvise the overall productivity.

Discussing various HR outcomes
 The human resource outcomes are various targets which the
organisation wants to achieve in the desired industry.
 With the new dynamic trends most of the companies are
changing their way of doing operations.
 Cost Per Hiring
 Staff retention and engagement
 Staff Performance and Value

Effective HR management and
development achieve sustainable
performance
 There are different ways through which the organisation to achieve
a sustainable performance in the market.
 The human resource manager can support the organisation in
various ways which are mentioned below:
 Hiring for the investment and Value
 Promotion from within

Making suggestions for HR development
techniques
 The Human resource department techniques can help the organisation to achieve a
sustainable performance in the market.
 There are various sectors in which the organisation can dominate over a period of
time.
 In relation to Unilever the organisation human resource department is already using
various techniques to manage the work duties and responsibilities.
 This helps the company to gain a competitive advantage in the market.
 There are various techniques which the HR manager is using like training, effective
communication to make the brand more profitable in the industry.

Critically reflecting on how HR
monitoring
 The monitoring techniques which are described above could help the organisation
to achieve overall success and growth in the market.
 Employee retention is the most crucial factor and the engagement can monitor the
performance in order to achieve the goals and objectives in the industry.
 The Human resource monitoring techniques helps the company to carry out the
operation smoothly in the workplace.
 In relation to Unilever the management use tool to measure the HR effectiveness
in the organisation.
 Due to this they are offering quality products to the consumers in the market.
 They had managed to maintain a positive brand integrity in industry by following
the ethics and values.

Conclusion
 From the above report, it has concluded that implementing a strategic workforce
plan could help the organisation to achieve various goals and objectives in the
market.
 On the other hand, there will be brief discussion about how change management
models and techniques could influence the human resource strategies.
 Along with that, there will be brief discussion about various techniques which the
human resource manager could use to help the organisation achieve a sustainable
performance in the market.
 For further instance, the management can monitor the HR outcomes on the basis
of different factors. This will help the company to create a positive impact in their
working operations.

References
 Bogers, and et.al 2019. Strategic management of open innovation: A dynamic
capabilities perspective. California Management Review, 62(1), pp.77-94.
 Bogers, M., Foss, N.J. and Lyngsie, J., 2018. The “human side” of open
innovation: The role of employee diversity in firm-level openness. Research
Policy, 47(1), pp.218-231.
 Milovanović, V. and Janošević, S., 2019. Total quality management in the
function of value creation: View from the strategic management perspective.
Ekonomika preduzeća, 67(5-6), pp.319-333.
 Li, A. and Sullivan, B.N., 2020. Blind to the future: Exploring the contingent
effect of managerial hubris on strategic foresight. Strategic Organization,
p.1476127020976203.
 Bryson, J.M., Edwards, L.H. and Van Slyke, D.M., 2018. Getting strategic about
strategic planning research. Public management review, 20(3), pp.317-339.

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