Human Resources Strategic Plan

Human Resources Strategic Plan

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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.

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 organization’s 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

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.

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.