Professional Documents
Culture Documents
planning
Strategic HRM
An integrated approach to the
development of HR strategies that
enable the organization to achieve its
goals.
It is strategic
It is a part of the HRM system
Strategy
The direction and scope of an
organization over the long term.
It should match the resources of the
organization to its changing
environment (markets, customers and
other stakeholders).
Strategy determines the direction where
the organization is going
Strategic fit
Capabilities and resources to the
environment (opportunities and threats)
The business (or corporate) strategy to
functional strategies and strategies of
business units
Every part of the strategy area should
be mutually supportive
Continuous development
Communication
Involvement
Security of employment
Quality of worklife
Work-life balance
Ethics
High-performance management
approach
Career ladders
Emphasis on trainability
High level of functional flexibility
Reduction of hierarchies and status differentials
Reliance on team structure for disseminating
information, structuring work and solving problems
Job design (staisfaction and motivation)
Involvement in the management of quality
High involvement
Treating employees as partners in the enterprise
Climate of continuous communication with managers
Establishing mutual understanding of the aims to
ensure the achievement of these aims
Practices:
Team-work
Job rotation
Suggestion programmes
Decentralisation of quality management
HR strategies
A good HR strategy:
satisfy business needs
is founded on detailed analysis
can be turned into actionable
programmes
is coherent and integrated
Takes account of the needs of line
magagers, employees and other
stakeholders
An HR strategy can be
Overarching (general)
Specific: focuses on specific areas
Talent management
Development
Rewarding
Definition of HR planning
The process for ensuring that the human
resource requirements of an organization are
identified and plans are made for satisfying
those requirements.
It is generally concerned with matching
resources to business needs on the longer
term and sometimes on the shorter term
(operative planning).
Two main questions:
How many people (quantity)
What short of people (quality)
Soft:
Right attitudes and motivation
Commitment and engagement
Behaviour & culture
Aims of HR planning
Attract and retain the number of people
required with the appropriate skills
Anticipate the problems of potential
surpluses or deficit of manpower
Development goals
Reduces dependence on external
factors (like external recruitment)
Designing work systems to be more
efficient (utilization)
Process of HR planning
Its non-linear (feedbacking, replanning)
Strategy is more likely to be
evolutionary than deliberate
Methods of forecasting
Subjective:
Expert judgment
Using team techniques
Objective:
Ratio trend analysis (statistics)
Work study techniques
Labour turnover
It is costly:
Money: administration, replacement
(recruiting & training), opportunity cost of
managing the leavings, decreasing
productivity before leaving, productivity
loss during the training of the replacement
Impact on the work environment