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Policy Class 2
Human Resource Strategy & Planning
Human resource strategy is designed to develop the skills, attitudes and behaviors
among staff that will help the organization meet its goals.
Human resource strategy consists of principles for managing the workforce through
HR policies and practices. It covers the various areas of human resources functions
such as
- Recruitment
-compensation,
-performance management,
-reward and recognition,
-employee relations and training
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Importance of HR Strategy & Planning in continuous change in
Business
Recent years have witnessed the decline of organizations through merger or
acquisition.
Despite the search for better ways of doing business and the adoption of
survival strategies, including business process re-engineering and total quality
management (TQM), some organizations continue to struggle to retain their
competitive edge. Organizations may seem to `weather the storm' short term,
but ultimately have not learned the 'excellence' lesson as once again they
become vulnerable to acquisition.
The long-term failure of companies, who have reengineered or attempted TQM,
is often regarded as an implementation failure rather than a fundamental
conceptual failure. As a result, more emphasis is placed on the quick fix solution
and short-term financial gain.
Technological company look for short-term fix
Organizations have now to respond to change faster and with greater risk whilst
operating in an imperfect internal and external climate.
The shift has been towards the knowledge economy, global trading, information
management, and the employment of people for their creativity and knowledge.
This has emphasized the importance of investment in employee development
as the means of retention and reward, rather than crude pay, and a total
realignment in mind-set about HRM, motivation, reward and development
strategies. If we extrapolate these trends we have valuable evidence as to what
will succeed in the future.
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HR Strategy & Planning Process
HR Strategy Execution
Effective execution is one of the biggest challenges that any manager faces. Most
organizations are fairly competent at strategic planning. When it comes to execution
of these plans, however, there is a yawning gap between the plan and its
implementation. Only a very small percentage of strategic plans actually get
executed. This applies as much to HR strategic plans, as they do to the broad strategic
plans for the organization.
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So, how do we ensure that our HR plans get implemented successfully? The answer
will vary for each organization depending on
- the nature of the leadership and the organizational culture.
- It will also depend on the willingness of senior management to be open to
new ideas for better performance,
- and the unique HR related challenges facing the organization.
Nevertheless, broadly speaking, a focus on three key areas can help improve the
success rate for the implementation of your HR strategy.
Step 1: Involvement and Buy-in
Step 2: Commitment
Step 3: Accountability
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Step: 2 Ensure Commitment
Critical to successful execution, is the enhancement and reinforcement of the
commitment level of people, who are responsible for the implementation of the HR
strategy. Once again, this will include not just HR team members but also senior
executives from other parts of the organization whose commitment to the HR strategy
is essential for its success.
A higher level of involvement and buy in, to a strategic plan leads to a higher level of
commitment for execution. This is why the first step for involvement needs to be
applied to all the key people, who will be involved in its execution. If they have a
greater buy in to the plan, they will be more committed to the execution of the plan,
thereby ensuring its success.
Step: 3 Accountability
In most organizations, accountability is euphemistically used to allocate responsibility
for a problem, or to find someone to blame for mistakes made. The word
accountability evokes negative emotions.
It is important for organizations to build cultures of accountability, by removing the
negative emotions associated with the word and building a positive energy around it.
The implementation of accountability in its true, positive sense, leads to enhanced
performances. This happens because, when people work in organizations, that have a
culture of accountability, they then deliver on their commitments to a greater degree
and this leads to more effective execution, which in turn, enhances performance.
It is a proven fact that more often than not, a culture of accountability has actually
enhanced the success rate of strategic plans being executed.
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Recruitment
Compensation and Benefit
Re-engineering/Downsizing
Outsourcing
Shared Service
Human Resource Development
-Training
- Development
-Career Planning
- Career Development
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Legal
Consideration
Economy
Managem
ent Style
O ther Unit
Union
Technology
Factors
Cust
omer
Vision &
Policy
Labor Market
Em ployee
Capabilitie
s
Corporate
Culture
Share Holder
Sha
re
Hol
der
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Reference Book