The strategic HR planning process has these steps: Assessing the current HR capacity and Forecasting HR requirements Gap

analysis Developing HR strategies to support organizational strategies

First we must determine our business goals: When we develop HR plan we must know the organization objective to formulate hr plan which serve these objective. Strategic HR planning is an important component of strategic HR management. It links HR management directly to the strategic plan of your organization http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm TNT The top-level objective is to achieve profitable growth. Through Exceed customers expectations in the transfer of their goods and documents around the world which result in keep repeat business due to customer satisfaction and Customer Loyalty, and by Deliver value to our customers by providing the most reliable and efficient solutions through delivery networks which result to lead the industry by instilling pride in our people, creating value for our stakeholders and sharing responsibility around the world. The organization business objective of growing the profits can achieved through a series of tactics. TNTs practical measures are set out under three main headings: Operational Excellence, Customer Relationship Management and Innovation. As corporate responsibilities TNT is also committed to minimising the environmental effects of its operations and conducting its business in a sustainable way. Assessing current HR capacity and Forecasting HR requirements The knowledge, skills and abilities of your current staff need to be identified. This can be done by developing a skills inventory for each employee. An employee's performance assessment form can be reviewed to determine if the person is ready and willing to take on more responsibility and to look at the employee's current development plans. 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 As HR manager I conduct meeting with managers of other departments include Customer Service, Commercial, Finance and Administration, Marketing, ICS (Information Communications Services), Operations and Sales to asses and identify the knowledge, skills and abilities of their current staff. Through appraisals of last years and managers we find out what employees needs and aspirations are as well as their strengths.

I assess manpower level in each department to know if there are shortages or surpluses in specific occupations to know if is it sufficient to meet the future business requirements. TNT may require additional positions or skills to bridge the gap between its existing human resources and those required to implement the strategy fully. This is referred to as a strategic gap.

Gap analysis 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. Gap Analysis in TNT (1) Business Objectives: minimising the environmental effects of its operations and conducting its business in a sustainable way HR requirements to deliver on the business objectives: Drivers assessment & training are
therefore trained in SAFED (safe and fuel-efficient driving) techniques, earning certificates of competence.

Gap - does the department have what it needs to achieve departmental goals: No Outcome of not addressing the gap: negative impact on business as we dont keep our promise with our customer as (we promise our drivers will do you proud.) Potential solutions/strategies to address the gap New and existing Drivers will trained in SAFED (safe and fuel-efficient driving) techniques, earning certificates of competence during the first quarter. Which lead to: Better use of gears (to avoid over-revving and unnecessary gear changes) Keeping correct distances (to avoid hard braking) An overall awareness of fuel economy and road layout Safe and fuel efficient driving techniques Safer driving means... Less injuries and fatalities on our roads Less accident damage to vehicles Less unproductive downtime for vehicle repair The potential for reduced insurance premiums Fuel efficiency means... Lower costs Improved profit margins Reduced emissions http://www.nithcreetraining.co.uk/safe-fuel-efficient-driving.asp

Gap Analysis in TNT (2)

Business Objectives: Answer 85% of calls from customers within ten seconds. This objective fits with the mission to provide the most reliable and efficient solutions for customers which lead to deliver a superior customer experience which lead to achieve the organization business objective of growing the profits. HR requirements to deliver on the business objectives: Develop core competencies and enhance our
skills by training of employees

to provide fast and excellent accessibility first call resolution to

customers.

Gap - does the department have what it needs to achieve departmental goals: No Outcome of not addressing the gap: negative impact on business as we dont keep our promise with our customer as (we promise to look after you, we promise to listen and learn and we promise to resolve problems promptly) Potential solutions/strategies to address the gap -During the first quarter conduct a training programme to provide fast and excellent accessibility first call resolution to customers to be recognized as the leader of Customer Service provision in the industry by providing customers with friendly fault free service 24 hours/day 7days/week.. -Hiring new employee with this capabilities and competences if the number of customer service is not sufficient and if there is sufficient budget. (During the first quarter). Gap Analysis in TNT (3) Business Objectives: To improve TNTs carbon efficiency by 45% by 2020 (measured against the 2007 baseline). This example of a longer-term objective reflects TNTs aim to reduce the environmental impact of its business .this objective fits with the organization strategy Reduce Carbon Footprint as We focus on greening up our global operations and we want to become the worlds first zero-emission transport company. Which lead to effective Strategic Leadership to achieve the organization business objective of growing the profits. HR requirements to deliver on the business objectives: conduct new car policy with low co2 emission which identify electric vehicles as the most effective way to minimise the carbon impact of our Pickup and Delivery (PUD) operation during quarter 1 -2013. Increase use emission free building in Europe as our new corporate head office completed in March 2011 (during 2 next years). Gap - does the department have what it needs to achieve departmental goals: No Outcome of not addressing the gap: negative impact on business as we dont reducing our environmental impact Potential solutions/strategies to address the gap During the first quarter identified electric vehicles which is the most effective way to minimise the carbon impact of our Pickup and Delivery (PUD) operations Build new emission free building instead old ones in different location.(during 2 next years ). http://corporateresponsibility.tnt.com/towards_sustainable_company http://corporateresponsibility.tnt.com/blog/2011/09/07/tnt_centre_new_way_working

Developing HR strategies to support organizational strategies There are five HR strategies for meeting your organization's needs in the future: 1. Restructuring strategies During assessment of workforce we found shortages in some occupations and surpluses in other occupations we must Reducing staff by termination in some position and hire new employees where shortage found, or as in policy of TNT Employees can move between roles If they are qualified enough to perform the other job (it also a kind of reward to insure environmental motivation.) taking into consideration current labour market trends. This process start in October 2012 (Termination Notice periods are guaranteed according to employment and labour standards) and end in Jan. 2013. 2. Training and development strategies TNT provides the training people need to do the job (learning the specific skills and knowledge required to work in the TNT way), for new employees or employees move from position to other (held in Jan and Jun 2013 ) TNTs training and development programes include: a foundation degree with Coventry University this is mapped to national qualifications and focuses on management and leadership ( available registrations every year). a five-year apprenticeship program for young people in vehicle maintenance - this ensures that TNT has the skills it needs to keep its fleet up to standard (available registrations every year). Providing current staff with development opportunities to prepare them for future jobs in our organization.
http://businesscasestudies.co.uk/tnt/delivering-a-superior-customer-experience/recognisingthe-people-behind-the-promise.html#ixzz2GZReOkq9

3. Recruitment strategies Recruiting new staff with the skill and abilities that your organization will need in the future (held in Jan and Jun 2013 ) Implementing the strategic HR plan Once the HR strategic plan is complete the next step is to implement it:
Agreement with the plan :

Ensure that the TNT board chair, executive director and senior managers agree with the strategic HR plan
Communication: The strategic HR plan needs to be communicated throughout the organization. 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.