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Home » Resource Centre » HR Toolkit » HR Planning » Strategic HR Planning
HR Planning
Strategic HR Planning
Strategic HR planning is an important component of strategic HR management. It
links HR management directly to the strategic plan of your organization. Most mid-
to large sized organizations have a strategic plan that guides it in successfully
meeting its mission. Organizations routinely complete financial plans to ensure they
achieve organizational goals and while workforce plans are not as common, they are
just as important.
Even a small organization with as few as 10 staff can develop a strategic plan to guide
decisions about the future. Based on the strategic plan, your organization can
develop a strategic HR plan that will allow you to make HR management decisions
now to support the future direction of the organization. Strategic HR planning is also
important from a budgetary point of view so that you can factor the costs of
recruitment, training, etc. into your organization's operating budget.
In this Section:
Introduction to strategic HR planning
The strategic HR management planning
process
Documenting the strategic HR plan
Standard 3.2
What is this? All employees have a work plan and performance
objectives that identify the tasks/activities and
expected results for future performance.
Ensure adequate human resources to meet the strategic goals and operational plans
of your organization - the right people with the right skills at the right time
Keep up with social, economic, legislative and technological trends that impact on
human resources in your area and in the sector
Remain flexible so that your organization can manage change if the future is
different than anticipated
Strategic HR planning predicts the future HR management needs of the organization
after analyzing the organization's current human resources, the external labour
market and the future HR environment that the organization will be operating in.
The analysis of HR management issues external to the organization and developing
scenarios about the future are what distinguishes strategic planning from operational
planning. The basic questions to be answered for strategic planning are:
Standard 6.1
What is this? The organization has a process to review staffing
needs resulting in a plan to address those needs.
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The skills inventory should go beyond the skills needed for the particular position.
List all skills each employee has demonstrated. For example, recreational or
volunteer activities may involve special skills that could be relevant to the
organization. Education levels and certificates or additional training should also be
included.
Forecasting HR requirements
The next step is to forecast HR needs for the future based on the strategic goals of the
organization. Realistic forecasting of human resources involves estimating both
demand and supply. Questions to be answered include:
How many staff will be required to achieve the strategic goals of the organization?
What jobs will need to be filled?
What skill sets will people need?
When forecasting demands for HR, you must also assess the challenges that you will
have in meeting your staffing need based on the external environment.
Gap analysis
The next step is to determine the gap between where your organization wants to be in
the future and where you are now. The gap analysis includes identifying the number
of staff and the skills and abilities required in the future in comparison to the current
situation. You should also look at all your organization's HR management practices
to identify practices that could be improved or new practices needed to support the
organization's capacity to move forward. Questions to be answered include:
1. Restructuring strategies
2. Training and development strategies
3. Recruitment strategies
4. Outsourcing strategies
5. Collaboration strategies
1. Restructuring strategies
Attrition - not replacing employees when they leave - is another way to reduce staff.
The viability of this option depends on how urgently you need to reduce staff. It will
mean that jobs performed in the organization will have to be reorganized so that
essential work of the departing employee is covered. Careful assessment of the
reorganized workloads of remaining employees should include an analysis of
whether or not their new workloads will result in improved outcomes.
It is important to consider current labour market trends (e.g., the looming skills
shortage as baby boomers begin to retire) because there may be longer-term
consequences if you let staff go.
Caution must be taken when considering the voluntary reduction of hours by existing
staff. A change in working conditions (e.g. hours worked per week) can be considered
"constructive dismissal" - especially in the case of permanent staff. Ensure that you
obtain legal advice and there is full written documentation.
Your analysis may tell you that your organization may have more resources in some
areas of the organization than others. This calls for a redeployment of workers to the
area of shortage. The training needs of the transferred workers needs to be taken into
account.
3. Recruitment strategies
Recruiting new staff with the skill and abilities that your organization will need in
the future
Considering all the available options for strategically promoting job openings and
encouraging suitable candidates to apply
For strategic HR planning, each time you recruit you should be looking at the
requirements from a strategic perspective. Perhaps your organization has a need for
a new fundraiser right now to plan special events as part of your fundraising plan.
However, if your organization is considering moving from fundraising through
special events to planned giving, your recruitment strategy should be to find
someone who can do both to align with the change that you plan for the future.
4. Outsourcing strategies
When deciding to outsource to an individual, ensure you are not mistakenly calling
an employee a consultant. This is illegal and can have serious financial implications
for your organization. To understand the differences between employees and self-
employed people, visit the Canada Revenue Agency's website.
Each outsourcing decision has implications for meeting the organization's goals and
should therefore be carefully assessed.
5. Collaboration strategies
Finally, the strategic HR planning process may lead to indirect strategies that go
beyond your organization. By collaborating with other organizations you may have
better success at dealing with a shortage of certain skills.
ABC Social Services provides support services to families in need. It has reviewed and
updated its strategic plan. As part of the strategic planning process the Board
Planning Committee learned that 15% of their social workers are planning to retire
over the next two years and recruitment of social workers has become increasingly
competitive.
Outcome of the strategic planning process: One strategy developed by the Board
Planning Committee is to make ABC Social Services a preferred employer among
organizations in the area.
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Communication
The strategic HR plan needs to be communicated throughout the organization. Your
communication should include:
Organizational needs
Whether you are increasing or reducing the number of employees, there are
implications for space and equipment, and on existing resources such as payroll and
benefit plans.
Evaluation
HR plans need to be updated on a regular basis. You will need to establish the
information necessary to evaluate the success of the new plan. Benchmarks need to
be selected and measured over time to determine if the plan is successful in achieving
the desired objectives.
Top of Form
ntact 0 20
Search:
Bottom of Form
About Us
About the HR Council Projects & Initiatives Board of Directors Staff
Working in Nonprofits
About the Nonprofit Sector Finding Nonprofit Jobs People in Nonprofits
Labour Force Matters
The Nonprofit Labour Force Nonprofit Labour Force Statistics Toward a Labour Force
Strategy
HR Resource Centre
Resource Centre Home HR Management Standards HR Toolkit ACCESS Shared HR
Services Framework
Newsroom
Resource Centre
Resource Centre Home
HR Management Standards
HR Toolkit
HR Toolkit Home
Overview
About the HR Toolkit
HR Planning
Overview
Strategic HR Planning
Operational HR Planning
Succession Planning
Risk Management in HR
The Board's Role in HR
HR Policies & Employment Legislation
Overview
Developing HR Policies
Sample Policies on Common HR Topics
Employment Legislation & Standards
Human Rights Legislation
Health & Safety Legislation
HR in a Unionized Workplace
Leaves of Absence
Getting the Right People
Overview
Laying the Groundwork
Job Descriptions
Recruitment
Selection & Hiring
Hiring an Executive Director
Orientation
Non-standard Employment
Keeping the Right People
Overview
Employee Engagement & Retention
Employee Recognition
Performance Management
Supervision
Discipline
Employment Termination
Exit Interviews
Compensation & Benefits
Overview
Compensation Systems: Design and Goals
Wages and Salaries
Salary Surveys
Statutory Benefits
Employee Benefits
Diversity at Work
Overview
Legislation and Policies
Supporting Employees With Disabilities
Supporting Employees From Different Cultural Backgrounds
Supporting Employees From the GLBTQ Community
Generational Differences in the Workplace
Gender Equity
Workplaces That Work
Overview
Conflict at Work
Effective Meetings
Flexible Work Arrangements
Interpersonal Communication
Productive Work Teams
Staff-Volunteer Relations
Workplace Wellness
Workplaces that Work -
Case Study Series
Learning, Training & Development
Overview
Factors Affecting Working & Learning
Getting Your Organization Ready for Employee Training & Development
Understanding the Employee as an Adult Learner
Implementing an Employee Training & Development Program
Resources & Downloads
Overview
Resource Overview
Links
ACCESS
Shared HR Services Framework
Home » Resource Centre » HR Toolkit » HR Planning » Operational HR planning
HR Planning
Operational HR Planning
All organizations engage in HR planning at an operational level - even those that do not have a
strategic plan. At the operational level, good HR planning is in part based on thinking ahead
about the organization.
The HR Toolkit has detailed information that you can use to develop an operational plan for your
human resources practices and activities. Topics include:
Standard 3.2
What is this? All employees have a work plan and performance
objectives that identify the tasks/activities and expected
results for future performance.
Standard 6.1
The organization has a process to review staffing needs
resulting in a plan to address those needs.
Operational objective: Expand the services offered over the next two years
Operational decision: Hire recent graduates or others with little direct work experience to
reduce hiring costs
Operational decision: The reduction in staff will be made by not renewing the contract for two
term employees
Implications for HR management practices: The operational decision to not renew two
contract positions will impact on issues and practice such as:
In the absence of a strategic plan your organization can still take a proactive approach to HR
management. By developing good HR management practices and thinking ahead, you can create
a good work environment where staff can be productive and focus on providing the best possible
service.
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Council Program
○
How Boomers Will Change Your Firm
By Tracey Longo What will your firm look like in 2015? With about 75 million
baby boomers retiring, different than than it does now (Added: 12-Jun-2005 Hits: 597)
meet the challenges of today's workplace diversity. Also discussed are: how
to motivate employees using various strategies. HR's strategic role in an
organization's success is recognized. (Added: 4-Oct-2005 Hits: 1658)
○
Are There Any Best Practices For Succession Planning?
By Robert Bacal Looking for best practices based on research identifying
sense of both the current external environment, and anticipate things that
may happen in the future in the labor market place. You do this via an
external scan or environmental scan that can address the following issues and
questions (Added: 13-Sep-2006 Hits: 611)
○
Machines and gadgets which are integral parts of health care require the
human touch, expertise, and commitment for their full utility and application
in delivery of health care. Therefore planning of human resources is the key
to any health care provision. The objective of human resource (HR) policy is
to a) attract, recruit, retain and develop competent personnel and b) create a
continuously learning health care organisation. (Added: 23-Mar-2005 Hits: 918)
planning and HR planning? You bet, and you need to understand the link.
(Added: 13-Sep-2006 Hits: 1707)
by Craig Donaldson
WHILE technology has become an indispensable part of the HR function, many organisations are failing
to fully leverage existing HR technology investments due to a lack of planning.
A recent survey of more than 65 Australian companies found that when undertaking a HR technology
project, successful companies spent a minimum of 25 per cent and up to 50 per cent of project time
and resources on planning.
In successfully leveraging HR technology investments, key planning areas include process optimisation
and proper change management activities, according to Kathy McRae, practice leader for technology
solutions at Watson Wyatt Australia, which conducted the survey.
“This is not just project management. It means working out what you are trying to achieve up front,
how this differs from where you are now (in terms of people, process and technology) and then how you
are going to get there,” she said.
With 94 per cent of companies planning further HR technology projects this year, the Australian eHR
survey also found that 63 per cent agreed that HR technology helped them focus on more strategic
activities and a further 62 per cent agreed that the technology enabled better quality service to their
organisation.
However, there was a continuing problem with underutilised functionality within HRMS technology, with
more than 90 per cent of organisations still purchasing modules that are either rarely or never used.
The survey found that modules most commonly underutilised include career planning (88 per cent),
incentive management (58 per cent), performance management (47 per cent) and recruitment (44 per
cent).
“Too many people get caught up by the exciting software they see, without thinking about how they can
make it work in their organisations,” McRae said.
“They need to understand that functionality is only as valuable as the data that is supporting it, and the
way in which users can access it.
“Don’t sacrifice integration or functionality. There no longer needs to be a trade-off between these two
items.”
The survey also dispelled the single vendor myth, with no hard evidence that a single HRMS vendor can
meet all the HR functional needs of an organisation.
“Our survey showed quite clearly that not one participant had been able to meet every HR technology
need with one single solution,” said McRae. “The most successful survey respondents were those who
chose an optimal mix of vendors.”
Aside from spending significant time and resources in planning, the most successful organisations also
automated significantly more HR functions than average performers, namely eRecruitment, rostering
and online information and services such as ESS and MSS.
General Questions
Strategic Planning Terms and Definitions
Creating A Strategic Plan - How To...
Understanding Strategic Goals, Objectives,
and Business Goals
Implementing The Strategic Plan - How To
Strategic Planning Tools
Strategic Thinking and Business Strategy
Human Resource Planning (HR Planning)
Planning For Webmasters and Business On
The Internet