Human Resource Planning &

Course Instructor: MD. Tariqul Haque

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

Importance of HR Strategy & Planning

Developing a human resource (HR) strategy to support the business plan requires
human resource management (HRM) planning to be recognized as a fundamental part
of the business planning process. HR strategy and strategic planning is fundamental to
achieving business excellence.
Why HR strategy:
first, that achieving business excellence is more than a simple
accumulation of a range of best practices

second, that achieving excellence in corporate business strategy

(process and inputs) is the single most important factor in achieving
vision, mission and goals;
third, this provides an unique opportunity to view the organization
holistically, with the principle focus being on the `total organization' and
the `total team' as the underpinning concepts
and fourth, that people tend to do two things well, i.e. the things they
regard as important and/ or enjoy and those things that the boss regards
as important and will check..

Human Resource Planning &

Course Instructor: MD. Tariqul Haque

Policy Class 2
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.

A mixture of short- and long-term strategies underpinned on the one hand by an

alignment of aspirations of the business with, on the other hand, the aspirations of the
organization's greatest asset (increasingly the only asset), its people.

Human Resource Planning &

Course Instructor: MD. Tariqul Haque

Policy Class 2
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.

Human Resource Planning &

Course Instructor: MD. Tariqul Haque

Policy Class 2

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

Step: 1 Involvement and Buy-in

Success in execution begins during the planning phase itself. This can be achieved by
getting a high level of involvement, not just from the HR executives who are part of
the planning process, but also from senior executives who will be critical to the
implementation of the plan, from other parts of the organization. Involving them in the
planning process can be accomplished by
a) ensuring they understand the organization's HR strategy
b) soliciting their inputs in the planning process
c) obtaining feedback from them - on challenges and opportunities that success is
contingent on
d) conducting a reality check on actions to execute
With involvement, comes the buy in. It is an established fact, that even when people
give inputs which are not finally integrated into the strategy, they still feel a sense of
involvement and contribution. This in turn, helps increase the buy in.

Human Resource Planning &

Course Instructor: MD. Tariqul Haque

Policy Class 2
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.

Key Areas HR Strategy & Planning

Job Analysis
Human resource planning

Human Resource Planning &

Course Instructor: MD. Tariqul Haque

Policy Class 2

Recruitment
Compensation and Benefit
Re-engineering/Downsizing
Outsourcing
Shared Service
Human Resource Development
-Training
- Development
-Career Planning
- Career Development

Factors influence HR Strategy & Planning

Society

Human Resource Planning &

Course Instructor: MD. Tariqul Haque

Policy Class 2
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

Key Result Area of HR Strategy & Planning

HR Strategy and Planning is the process systematically reviewing Talent requirement
to ensure that the required numbers of employees with required skills are available
when and where they are needed.

Human Resource Planning &

Course Instructor: MD. Tariqul Haque

Policy Class 2

HR Strategy and Planning will ensure 04 answers:

Quantity: How many employee do we need
-

Quality: Which skills, Knowledge and abilities do we need?

Space: Where do we need the people
Time: When do we need the employees? How long do we need them.

Reference Book

Human Resource Management- Gray Dessler

Human Resource Management- Fisher Schoenfeldt
Human Resource Management- De Cenzo Robbins