Human Resource Planning and Organizational Strategy
Mia A. Rapier
MGT 601: The Functions of Modern Management
Professor Carolyn Broner
August 24, 2014
“Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labor market and the future HR environment that the organization will be operating in” (HR Council, n.d.). Human resource planning directly ties in to an organization’s strategic development and implementation by calculating company trends, resources, design, previous works and future expansion and ensuring that the impending requirements are met. This paper will further examine the role of human resource development activities relative to an organization’s strategic growth, while highlighting the eight elements of the staffing process and concluding with the explanation of the relationship between key human resource activities and a company’s planning, development, and implementation processes.
Human resource planning is used to structure and meet organizational goals while taking into account four specific activities: job analysis, human resource inventory, human resource forecasting, and inventory and forecast comparison. With job analysis, groups of jobs are studied to ascertain their basic duties and the human characteristics needed to perform them. A human resource inventory determines staffing, along with their current qualifications and future prospects. “The human resource forecast is based on both short- and long-term plans and strategies for the company and its various parts” (Plunkett, Allen, & Attner, 2013, p.). Lastly, a comparison is made between the inventory and the forecasted needs to determine if reduction, growth, or retaining the status quo is the best strategy to adhere to.
Human resources and the properties of the staffing process work hand-in-hand. The principal objective of staffing is to “attract, hire, train, develop, reward, and retain the required number of good people helping them to meet their needs while they help the organization meet its needs” (Plunkett, Allen, & Attner et al., 2013, p.). According to Plunkett, Allen, and Attner (2013), the staffing process can be best explained using eight elements: human resource planning, recruiting, selection, orientation, training and development, performance appraisal, compensation, and employment decisions. The authors maintain that “not all the elements of the staffing process are components of every staffing problem…some elements are constants, however” (Plunkett, Allen, & Allen, 2013). Taking a closer look at each of the eight staffing elements, let’s begin with human resource planning; – this component starts with job analysis. Carrying out a job analysis involves creating job descriptions and provisions of all of the jobs within an organization and their respective human qualifications. The next step is completing an account of current employees and their particular skills and how those skills meet current company needs, and the forecasted demands of the business.
The element of recruiting brings about the necessary number of qualified individuals to work in an organization, while also taking into consideration the possibility of training current employees for future or advanced positions, and the likelihood of hiring new employees down the road. Element three, selection, consists of a series of pre-employment screening procedures to determine if each potential employee is qualified for the position in which they are applying for. “Orientation includes a set of activities designed to introduce and welcome newcomers to their new company and working environments” (Plunkett, Allen, & Attner, 2013). It is during this phase that job duties and merits are explained, and new workers are introduced to current staff.
Training and development helps new employee’s employees transition from...
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