Strategic Human Resource Planning

Human Resource Planning is the process by which an organisation ensures that it has the right number and kind of people, at the right place, at the right time, capable of effectively and efficiently completing those tasks that will help the organisation achieve its overall objectives.

Human Resource Planning helps in many ways like :
* In reducing the labour costs.
* designed to make optimum use of workers’ skills within the organisation.
* Improvement in the overall business planning process.
* Enables identitication of the gaps of the existing personnel so that corrective training could be imparted.

Strategic Human Resource Planning –
1. Introduction :
A comprehensive Human Resource Strategy plays a vital role in the achievement of an organisation’s overall strategic objectives and illustrates that the human resources function fully understands and supports the direction in which the organisation is moving.
In essence, an HR strategy should aim to capture “the people element” of what an organisation is hoping to achieve in the medium to long term, ensuring that it  has the right people in place , it has the right mix of skills employees project the right attitudes and behaviours.

2. Making the HR Strategy integral to the organisation :
The human resources practitioner should ensure that the HR Strategy is integrated with broader organisational objectives and it should ensure that the rest of the organisation accepts the Strategy. To achieve this objective, practitioners should
consult all stakeholders on the nature of the strategy, supporters of the strategy through the consultation process, focus on the benefits which are being derived from the strategy through talking to and persuading others, and by marketing the benefits of the strategy with concrete examples of how it has helped; give regular feedback on the implementation of the plan through employee newsletters, exhibitions etc.

3. A Strategic Human Resource Planning Model :
There is no single approach to developing a human resource strategy. The specific approach will vary from one organisation to another . An excellent appraoch towards an HR strategic management is evident in the following steps-
I) setting the strategic direction.
II) designing the HR management system.
III) planning the total workforce.
IV) generating the required workforce.
V) investing in HR development and performance.
VI) assessing and sustaining HR competence and performance.

4. Analysis-
Using the above approach,the specific components of the HR Strategic Plan can be discussed:
I) Setting the strategic direction- This process focuses on giving human resource policies to support the accomplishment of the Company’s mission, vision, goals and strategies. The business’ goals should sit at the heart of any HR strategy.
II) Designing the Human Resource Management System- This stage focuses on the selection, design and alignment of HRM plans, policies and practices.
III) Planning the total workforce- The development of a workforce plan is a critical component of any human resource strategy and one of the expected outcomes of human resource practitioners activities. Despite this, manpower or workforce planning, as well as succession planning, has only recently enjoyed a resurgence in popularity.
IV) Generating the required human resources- This process focuses on recruiting, hiring, classifying, training and assigning employees based on the strategic imperatives of the organisation’s workforce plan. New recruitment practices may need to be adopted for securing essential skills in the organisation.
V) Investing in human resource development and performance-
Traditional approaches to career planning, performance appraisals, reward management and employee development must be re-appraised in light of the vision, characteristics and mission outcomes as reflected in the HRM plans, policies, and practices.
VI) Assessing and Sustaining organisational competence and performance-
Finally, few organizations effectively measure how well their different inputs affect performance. Implementing clear quantifiable measures, identifying milestones in the achievement of specific organisational goals, and using concepts such as a “balanced scorecard” will articulate the results of the HR Strategic Plan in measurable terms.
In the end, I would like to conclude that while HR strategies must be developed to support the achievement of the organisation’s objectives, it is a two-way process. HR strategies can themselves be critical inputs in determining the strategic initiatives for the organisation. A common mistake is the development of workplace skills plans which are not linked to any strategic goals or objectives.

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