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Running head: HUMAN RESOURCE STRATEGIC PLAN 1

Human Resources Strategic Plan

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Course

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HUMAN RESOURCE STRATEGIC PLAN 2

Human Resources Strategic Plan

Organizations must plan effectively in the HR section in order to ensure that they do not

only adhere to the demand and supply of labor but also to ensure that the workforce is in line

with the operations and strategy of an organization (Bach and Edwards, 2013). In respect to the

presented case study, a variety of actions should be taken in order to streamline the activities of

the HR department in order to ensure that they serve in supporting the overall organization

strategy.

Research on current HR functions

The first step will involve conducting research in order to understand the root cause of

the current problems. This will involve an examination of the possible measures to put in place

in order to ensure that the HR functions are supportive of the employees as opposed to serving as

barriers for employees from achieving the organizational goals. According to Gashi (2013),

research should serve in addressing the way HR functions would further serve in supporting

employees needs in order to eliminate disengagement at the place of work. Where employees

needs are balanced in the place of work, it leads to increased productivity as employees are

motivated to work.

Goal setting and strategic planning

Planning is crucial in the HR department in that it enables in selecting the best employees

that will enable in achieving the vision and mission of an organization (McGuire et al., 2012).

Before coming up with an HR strategic plan, the HR must set specific goals they intend the

workforce to achieve and are in line with overall organizational goals.


HUMAN RESOURCE STRATEGIC PLAN 3

Development of core competency

It comprises of a set of skills as well as knowledge essential in enabling the organization

to achieve a competitive advantage (Martocchio, 2015). It is equally important in enabling value

creation to the customers.

Centralizing HR

This will enable in defining roles and tasks of individuals running the HR department in

order to avoid confusion (Gomez-Mejia et al., 2016). Considering that the HR is involved in

various processes that impact on the overall workforce, centralization is imperative in ensuring

that specific tasks are assigned to specific individuals that are responsible and accountable to

such tasks. Furthermore, by centralizing the HR, it will become easier to identify the necessary

skills required in the organizations workforce and recruit to fill such positions.

Review possible need for downsizing

Currently, the organization is in need of employees that will support organizational goals

and thus may require expertise knowledge and skills. The existence of HR practices as well as

employment issue that vary in different areas may have led to selection and hiring unnecessary

employees. According to Dessler (2013), unnecessary employees signify less-skilled or excess

employees than what the organization budget allows or needs. Downsizing thus entails a plan of

eliminating some members of the taskforce that lack the required skills and knowledge to

develop a competitive nature.

Training and developing plan


HUMAN RESOURCE STRATEGIC PLAN 4

Every employee requires additional knowledge as things keep changing in the job

environment. According to Noe (2017), a plan of training and developing employees is aimed

towards equipping employees with additional skills for dealing with new technologies towards

achieving organizational strategies.

Program implementation and evaluation

Implementing and evaluating the proposed measures is imperative in ensuring that the

existing problems within the HR department are solved. Evaluation focuses on measuring the

effectiveness of the strategy once it is implemented (DeCenzo et al., 2013). A special team

should conduct an evaluation on a constant basis to advice on the potential need for change.
HUMAN RESOURCE STRATEGIC PLAN 5

References

Bach, S., & Edwards, M. R. (2013). Managing human resources: Human resource management

in transition. Hoboken, NJ: Wiley.

DeCenzo, D. A., Robbins, S. P., Verhulst, S. L., & DeCenzo, D. A. (2013). Human resource

management.

Dessler, G. (2013). A framework for human resource management. Upper Saddle River, NJ:

Pearson Prentice Hall.

Gashi, R. (2013). Strategic Human Resources Management: Human Resources or Human

Capital. Academic Journal of Interdisciplinary Studies. doi:10.5901/ajis.2013.v2n9p88

Gomez-Mejia, L. R., Balkin, D. B., & Cardy, R. L. (2016). Managing human resources.

Martocchio, J. J. (2015). Research in personnel and human resources management: Volume 26.

Amsterdam: Elsevier JAI.

McGuire, D., Garavan, T. N., & Dooley, L. M. (2012). Fundamentals of human resource

development. Los Angeles: SAGE.

Noe, R. A. (2017). Fundamentals of human resource management (6th ed.). Dubuque:

McGraw-Hill Education.