Strategic human resource planning

Human resource planning is a process that identifies current and future human resources needs for an organization to achieve its goals. Human resource planning should serve as a link between human resource management and the overall strategic plan of an organization. Ageing workers population in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective human resource planning.

As defined by Bulla and Scott, human resource planning is 'the process for ensuring that the human resource requirements of an organization are identified and plans are made for satisfying those requirements'. Reilly defined (workforce planning) as: 'A process in which an organization attempts to estimate the demand for labour and evaluate the size, nature and sources of supply which will be required to meet the demand. ' Human resource planning includes creating an employer brand, retention strategy, absence management strategy, flexibility strategy, (talent management) strategy, (recruitment) and selection strategy.

Best practices

File:Hr-planning-model.png

The planning processes of most best practice organizations not only define what will be accomplished within a given time-frame, but also the numbers and types of human resources that will be needed to achieve the defined business goals (e.g., number of human resources; the required competencies; when the resources will be needed; etc.).

Competency-based management supports the integration of human resources planning with business planning by allowing organizations to assess the current human resource capacity based on their competencies against the capacity needed to achieve the vision, mission and business goals of the organization. Targeted human resource strategies, plans and programs to address gaps (e.g., hiring / staffing; learning; career development; succession management; etc.) are then designed, developed and implemented to close the gaps.

These strategies and programs are monitored and evaluated on a regular basis to ensure that they are moving the organizations in the desired direction, including closing employee competency gaps, and corrections are made as needed. This Strategic HR Planning and evaluation cycle is depicted in the diagram below. Human resource planning is the ongoing process of systematic planning to achieve the best use of an organisation's most valuable asset – its human resources. The objective of human resource (HR) planning is to ensure the best fit between employees and jobs, while avoiding workforce shortages or spares. The three key elements of the HR planning process are forecasting labour demand, analysing present labour supply, and balancing projected labour demand and supply.

Implementation Stages

1. Assessing the current HR capacity

• Develop a skills catalog for your employees so that you have a clear understanding of what your staff currently holds. This employee catalog should include everything from volunteer activities to certifications, of all degrees not just topics pertaining to their particular position. These catalogs can be assessed to deem whether or not an employee is ready to add more responsibility, or to forecast the employee's future development plans...

2. Forecasting HR requirements

• This step includes projecting what the HR needs for the future will be based on the strategic goals of the organization. Keep in mind you will need to also accommodate for external challenges that can affect your organization.
• Some questions to ask during this stage include:
  • Which jobs will need to be filled in the upcoming period?
  • What skill sets will people need?
  • How many staff will be required to meet the strategic goals of our organization?
  • Is the economy affecting our work and ability to appeal to new employees?
  • How is our community evolving or expected to change in the upcoming period?

3. Gap Analysis

• During this step you will observe where your organization is currently, and where you want to be in the future. You will identify things such as, the employee count, and the skills evaluation and compare it to what will be needed to achieve your future goal. During this phase you should also review your current HR practices and identify what you are doing that is useful and what you can add, that will help you achieve your goal.
• Questions to answer in this stage include:
  • What new jobs will we need?
  • What new skills will we need?
  • Do our present employees have the necessary skills?
  • Are employees currently aligned to their strengths?
  • Are current HR practices adequate to meet our future goal?

Organisations use images of diversity or information about diversity initiatives in their recruitment advertising to attract job candidates from under-represented groups. Critically evaluate what factors influence job applicants’ reactions to this type of advertising.

There is always a racial variety observed in different organisations. These differences are always of great help in creating a mixed culture at the workplace. In every organisation, there is an effective way of presenting things, which is positively dependent on the integration of different ideas as well as perspectives. The researches, which were conducted in the past, were mostly based on the cultural diversity and to stimulate error detection. Here, the system of the entire process of spreading information needs to be confirmed first. Diverse perspective helps in enhancing the functions of an organisation. Therefore, having different types of people in the organisation can help to bring in different types of ideas for the organisation. Moreover, this can also help in boosting up the overall profits of the organisation and can be of great help in the expansion of the business. Task-relevant information’s are post-effective as they offer ideas, which strengthen the ideas of bringing theories, which can be useful for the organisation. It is important to share ideas with people so that they can give out their thoughts. Moreover, it is very effective as it directly boosts up the development of the organisation (Martins and Parsons, 2007). Demographic differences are being found which are positively related or sometimes negatively related to the demographic development of the organisation. However, the inconsistency in the flow of work can later affect the organisation. Therefore, there are subgroups, which determine the salience of social categories. Workgroup members may differ in different dimensions. Diversity-related variables are also likely to vary depending on its dimensions. The categorisation is wholly based on racial differences because it is one of the most significant issues in the current era. The reward structure is also significantly related to this, and those ideas are implemented later to bring out salience. Subgroup categorisation increases when there are multiple diversity dimensions in a team. However, there are several conditions, which these groups suffer from, and they are based on the detrimental effects of diversity. Inter subgroups also determinate the subgroup performances as the study shows that they are all interrelated (Martins & Parsons, 2007). These relations directly affect the ideas and the thinking of the organisation. Diversity can undermine the group performance, and difference helps to understand the situation. The decreased groups like people with lower income are now trying to create ideas, which can be useful for the organisation and give better results for future. Several attributes define the work, which the minority groups like other racial and ethnic group do, and how they are working. Diversity in work creates a new wave in the work environment that brings both positive and negative influence in the working nature of organisation. Thus, it is better to create moderate relationship between diversity and team performance. Avery, D. R. (2003). Reactions to diversity in recruitment advertising--are differences black and white? Journal of Applied Psychology, 88(4), 672-679. Martins, L. L., & Parsons, C. K. (2007). Effects of gender diversity management on perceptions of organizational attractiveness: The role of individual differences in attitudes and beliefs. Journal of Applied Psychology, 92(3), 865-875. Williamson, I. O., Slay, H. S., Shapiro, D. L., & Shivers-Blackwell, S. L. (2008). The effect of explanations on prospective applicants’ reactions to firm diversity practices. Human Resource Management, 47(2), 311-330.

How can resistance to diversity be reduced in organisations? (Lecture 17) Growing consequences within organisations are successfully developing diverse workforces, which are very much effective at work. There are several critical steps, which are required to be taken in order to execute the work successfully and that is carrying out proper recruitment and selection program as per HR policies. However, organisations face several barriers when it is attempted to attract individuals or to accept jobs. Moreover, there are such highlight firms, which are related to the highlight firms from different practices. The perspective is to bring more people in who can understand the issues and the problems, which are related to the subject (Wiethoff, 2004). A consistent theme across these studies shows how ineffective these ideas are. Several theories are being put forward to draw attention of more people into the ideas, which can be pulled off to work in the system. However, a main problem with such target approaches is that it assumes the targeted audience and the message is only intended to them. Recruitment advertisements are not always useful as they share a lower interest in the media overlap system (Vescio, Sechrist & Paolucci, 2003). Thus, it is directly related to the prospectus and shares the same linguistics. Specific groups are allocated for such works, and they connect radically to the different thought processes going towards a specific group. Minority groups like Asian American, American Indian and many others possess same factors and bring paradoxical changes. The people working with such perceptions are not always meeting targets. Most of the researchers are interested in the impact of the demography of the respective individuals as well as their group behaviour. However, they are especially relevant to each other and involve group behaviour, which is especially relevant to the work. The first one involves the proportional representation of a specific demographic group’s influence, which is traditionally referred to the minority. It also affects different demographical group negatively, but that does not affect the organisation directly. Hence, a direct discrimination is observed against the women. Organisation ultimately engaged in such operations and is, therefore, less stereotyped in the perception of the women. Therefore, by casting the demographic variables of interest is to help study the aspects as well as the cultural identity of people. The impact of this can be understood with the help of social status record. This is how cultural diversity works and can help in understanding what it is. Moreover, this alters the power and relations between dominants and subdominants. A number of balancing ideas helps us to understand the positions of these changes and thus at times can be equivocal at its best.

Vescio, T. K., Sechrist, G. B., & Paolucci, M. P. (2003). Perspective taking and prejudice reduction: The mediational role of empathy arousal and situational attributions. European Journal of Social Psychology, 33, 455–472. Thomas, K. M., & Plaut, V. C. (2008). The many faces of diversity resistance in the workplace. In K. M. Thomas (Ed.), Diversity resistance in organizations (pp. 1-22). Psychology Press. Wiethoff, C. (2004). Motivation to learn and diversity training: Application of the theory of planned behavior. Human Resource Development Quarterly, 15, 263–278. Homan, A. C., Hollenbeck, J. R., Humphrey, S. E., Van Knippenberg, D., Ilgen, D. R., Van Kleef, G. A. (2008). Facing differences with an open mind: Openness to experience, salience of intragroup differences, and performance of diverse work groups. Academy of Management Journal, 51(6), 1204-1222.

Tools and technologies

Human resources use various tools and technologies to achieve its goals, especially when it comes to strategic planning. These technologies include but are not limited to social media, policies and management information systems.

Technologies

Social media

Social media is used as a tool in human resources and business in general. This discipline deals with selecting appropriate social media sites and formats from the myriad options available and leveraging the same to create value for the organization. This requires an in-depth understanding of the key benefits and pitfalls of social media and managing these effectively in the organization's context. This discipline emphasizes harnessing social media for effective human resource management, which includes recruitment, collaboration and engagement. It also explores the non-financial impact as well as the approaches for measuring the return on investment in social media. Common social media outlets used in the HR field are LinkedIn, Facebook and Google Plus.

Management information systems (MIS)

MIS are computerized information-processing systems designed to support the activities of company or organizational management. They go by various names all with varying functions, in the HR field these tools are commonly referred to as human resource management systems (HRIS).Some of these software include Zenefits, Beeye, Halogen Talent Space, BambooHR, ClearCompany HRM and many more. These programs assist professionals in records management, benefit administration and inquiries, hiring and team placement, coaching and training, attendance and payroll management.

Tools

Policy

Policies are set in place to assist in SHRP. These policies are targeted not only for selecting and training employees but also how they should conduct themselves in and outside the workplace and various other aspects of being employed at a workplace. For example, within several companies, there exists a social media policy which outlines how an employee should conduct themselves on personal accounts as a representative of their workplace.

Common policies in HR

• Equal Employment Opportunity policies
• Employee classifications
• Workdays, paydays, and pay advances
• Overtime compensation
• Meal periods and break periods
• Payroll deductions
• Vacation policies
• Holidays
• Sick days and personal leave (for bereavement, jury duty, voting, etc.)
• Performance evaluations and salary increases
• Performance improvement
• Termination policies

Behavioral science

Behavioral science is the scientific study of human behavior. This applied science is used as a tool in SHRP to help understand and manage human resources. This tool is particularly useful in organizational development and understanding/establishing organizational culture.

Theories

Strategic human resource management

Strategic human resource management is "critical importance of human resources to strategy, organizational capability to adapt to change and the goals of the organization". In other words, this is a strategy that intends to adapt the goals of an organization and is built off of other theories such as the contingency theory as well as institutional theory which fit under the umbrella of organizational theory. These theories look at the universalistic, contingency and configurational perspectives to see the effect of human resource practices in organizations. The universalistic perspective says that there are better human resource practices than others and those should be adopted within organization while contingency says that human resource practices need to align with other organization practices or the organizations mission, and configurational perspective is based on how to combine multiple aspects of human resource practices with effectiveness or performance. This can also be viewed as how human resource practices fit vertically or horizontally in an organization. This theory also involves looking at the value of human capital as well as social capital both in and outside of organizations and how this affects human resource practices. Human capital being knowledge and skills of individuals working for the organization and social capital is based on the character and value of relationships in and out of the organization. "Colbert suggests that SHRM should focus on the interactions and processes of the organization's social system—the intentions, choices and actions of people in the system and on HR systems as a coherent whole."

Organisations use images of diversity or information about diversity initiatives in their recruitment advertising to attract job candidates from under-represented groups. Critically evaluate what factors influence job applicants’ reactions to this type of advertising.

There is always a racial variety observed in different organisations. These differences are always of great help in creating a mixed culture at the workplace. In every organisation, there is an effective way of presenting things, which is positively dependent on the integration of different ideas as well as perspectives. The researches, which were conducted in the past, were mostly based on the cultural diversity and to stimulate error detection. Here, the system of the entire process of spreading information needs to be confirmed first. Diverse perspective helps in enhancing the functions of an organisation. Therefore, having different types of people in the organisation can help to bring in different types of ideas for the organisation. Moreover, this can also help in boosting up the overall profits of the organisation and can be of great help in the expansion of the business. Task-relevant information’s are post-effective as they offer ideas, which strengthen the ideas of bringing theories, which can be useful for the organisation. It is important to share ideas with people so that they can give out their thoughts. Moreover, it is very effective as it directly boosts up the development of the organisation (Martins and Parsons, 2007). Demographic differences are being found which are positively related or sometimes negatively related to the demographic development of the organisation. However, the inconsistency in the flow of work can later affect the organisation. Therefore, there are subgroups, which determine the salience of social categories. Workgroup members may differ in different dimensions. Diversity-related variables are also likely to vary depending on its dimensions. The categorisation is wholly based on racial differences because it is one of the most significant issues in the current era. The reward structure is also significantly related to this, and those ideas are implemented later to bring out salience. Subgroup categorisation increases when there are multiple diversity dimensions in a team. However, there are several conditions, which these groups suffer from, and they are based on the detrimental effects of diversity. Inter subgroups also determinate the subgroup performances as the study shows that they are all interrelated (Martins & Parsons, 2007). These relations directly affect the ideas and the thinking of the organisation. Diversity can undermine the group performance, and difference helps to understand the situation. The decreased groups like people with lower income are now trying to create ideas, which can be useful for the organisation and give better results for future. Several attributes define the work, which the minority groups like other racial and ethnic group do, and how they are working. Diversity in work creates a new wave in the work environment that brings both positive and negative influence in the working nature of organisation. Thus, it is better to create moderate relationship between diversity and team performance. Avery, D. R. (2003). Reactions to diversity in recruitment advertising--are differences black and white? Journal of Applied Psychology, 88(4), 672-679. Martins, L. L., & Parsons, C. K. (2007). Effects of gender diversity management on perceptions of organizational attractiveness: The role of individual differences in attitudes and beliefs. Journal of Applied Psychology, 92(3), 865-875. Williamson, I. O., Slay, H. S., Shapiro, D. L., & Shivers-Blackwell, S. L. (2008). The effect of explanations on prospective applicants’ reactions to firm diversity practices. Human Resource Management, 47(2), 311-330.

How can resistance to diversity be reduced in organisations? (Lecture 17) Growing consequences within organisations are successfully developing diverse workforces, which are very much effective at work. There are several critical steps, which are required to be taken in order to execute the work successfully and that is carrying out proper recruitment and selection program as per HR policies. However, organisations face several barriers when it is attempted to attract individuals or to accept jobs. Moreover, there are such highlight firms, which are related to the highlight firms from different practices. The perspective is to bring more people in who can understand the issues and the problems, which are related to the subject (Wiethoff, 2004). A consistent theme across these studies shows how ineffective these ideas are. Several theories are being put forward to draw attention of more people into the ideas, which can be pulled off to work in the system. However, a main problem with such target approaches is that it assumes the targeted audience and the message is only intended to them. Recruitment advertisements are not always useful as they share a lower interest in the media overlap system (Vescio, Sechrist & Paolucci, 2003). Thus, it is directly related to the prospectus and shares the same linguistics. Specific groups are allocated for such works, and they connect radically to the different thought processes going towards a specific group. Minority groups like Asian American, American Indian and many others possess same factors and bring paradoxical changes. The people working with such perceptions are not always meeting targets. Most of the researchers are interested in the impact of the demography of the respective individuals as well as their group behaviour. However, they are especially relevant to each other and involve group behaviour, which is especially relevant to the work. The first one involves the proportional representation of a specific demographic group’s influence, which is traditionally referred to the minority. It also affects different demographical group negatively, but that does not affect the organisation directly. Hence, a direct discrimination is observed against the women. Organisation ultimately engaged in such operations and is, therefore, less stereotyped in the perception of the women. Therefore, by casting the demographic variables of interest is to help study the aspects as well as the cultural identity of people. The impact of this can be understood with the help of social status record. This is how cultural diversity works and can help in understanding what it is. Moreover, this alters the power and relations between dominants and subdominants. A number of balancing ideas helps us to understand the positions of these changes and thus at times can be equivocal at its best.

Vescio, T. K., Sechrist, G. B., & Paolucci, M. P. (2003). Perspective taking and prejudice reduction: The mediational role of empathy arousal and situational attributions. European Journal of Social Psychology, 33, 455–472. Thomas, K. M., & Plaut, V. C. (2008). The many faces of diversity resistance in the workplace. In K. M. Thomas (Ed.), Diversity resistance in organizations (pp. 1-22). Psychology Press. Wiethoff, C. (2004). Motivation to learn and diversity training: Application of the theory of planned behavior. Human Resource Development Quarterly, 15, 263–278. Homan, A. C., Hollenbeck, J. R., Humphrey, S. E., Van Knippenberg, D., Ilgen, D. R., Van Kleef, G. A. (2008). Facing differences with an open mind: Openness to experience, salience of intragroup differences, and performance of diverse work groups. Academy of Management Journal, 51(6), 1204-1222.

International implications

The current definition of strategic human resource planning is defined as a process that identifies current and future human resources needs for an organization to achieve its goals. It further explains that aging worker populations in most western countries and growing demands for qualified workers in developing economies have underscored the importance of effective Human Resources Planning. When it comes to identifying best practices, forecasting labor demand, analyzing present labor supply, and balancing projected labor demand and supply as the three key elements of strategic human resource planning. By leaving out sufficient information in regards to the current worldwide phenomena known as globalization, the Wikipedia article disregards Kanter's first frontier of strategic human resource management, which is increasing organizational flexibility.

As shown by Tung, In the past three decades or so, globalization/regionalization, migration and reverse migration (also referred to as "brain circulation"), the ascendancy of emerging markets, the demand for people with a global mindset, and the worldwide war for talent have brought about fundamental changes to the nature, magnitude, and raison d'etre for human resource management (HRM) in a global context.

More information is needed that provides a global perspective to strategic human resource planning to ensure that business can attract the best foreign employees as well as adaptation strategies to allow foreign companies smooth assimilation should they decide to invest here. Festing offers a superb comparison of such perspectives that adds to our understanding of the effects of globalization and localization on comparative strategic human resource management by providing an encompassing overview of the existing research paradigms.

References

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