BDO319
Study Unit 1: Strategic HR Planning and Research
Human Resource Planning (HRP)
Refers to the process of anticipating and providing for: Types of HRP
The movement of people • Proactive/ reactive approach
Into, • Broad vs narrow focus
Within, and • Formal/ informal plan
Out of the org • Fully integrated with company
With the aim to finding the best fit btwn ee and jobs strategic plan/ loosely tied
Strategic Human Resource Planning (SHRP)
Process by which:
Company goals (mission & plans)
Translated into HR objectives
To ensure that the company is neither under/over satisfied
That ee with the appropriate talents, skills and desires are available to carry out tasks
In the right jobs
At the right times
Strategy-linked HRP
Organisational level Human Resource level
o Identify purpose& scope of org o Establish cultural foundation
o Clarify its long-term direction o Guide ethical code of conduct
o Assesses its opportunities& threats o Gauge demographic trends
o Analyse the industry and competitors o Gauge the external supply of labour
o Analyse firm’s strengths& weaknesses o Forecast the demand for ee
o Analyse firm’s competencies o Forecast the supply for ee
o Develop corporate strategy o Establish productivity& efficiency goal
o Develop business strategy o Ensure vertical& horizontal fit
o Design structure, systems, etc. o Reconcile supply and demand via
o Allocate resources hiring, downsizing, etc.
o Use staffing, training, rewards to
motivate ee to achieve strategy
o Ensure alignment is achieved o Maintain human capital metrics
o Encourage workforce agility and o Utilise balanced scorecard
flexibility
©MeganMeiring
, Who is responsible for SHRP?
• Main responsibility lies with HR managers>> Knowledgeable, collect data, set goal
• HR managers must liaise with line management>> For demonstration purposes
• HR managers must understand business acumen>> Response to opportunities, challenges
HR Unit Managers
• Identifies HR strategies • Identifies supply and demand needs for each
• Designs HRP data systems division/ department
• Implements HRP as approves by top managers • Review/ discuss HRP info with HR specialists
• Monitor HRP to identify changes needed
Why is SHRP so important?
Creates competitive advantage
Achieve long-term goals
Improve profitability of the organisation
Recruiting experienced talent well in advance of needs
New resources (staff)
Different skills and competencies
Steps in the SHRP Process
• Establish mission, Step 2 • Conduct and Step 4 • Forecasting Step 6 • Succession
vision & values • Conduct and internal analyse • Forecasting supply • Developing, planning
external analyse demand formulating and
implementing a
strategy
Step 1 Step 3 Step 5 Step 7
V- where we Scan external What we will Types, Evaluation of future Corporate/ overall -Not formally
are going environment, need in the numbers, skills supply of labour strategy- who part of SHRP,
M- who we factors: future: & location of -Internal supply- competes against but next logical
are, what we -Technology -Capabilities of ee required by maintain database step
who (SWOT)
do, why we -Legal ee org of retirement, age, -Long-term
are here -Economics -Composite of skills, promotions Business strategy- plan for
Analyse past
V- what do -Customer/ workforce trends, plan profile (HRIS) domain in which orderly
we belief competitor -Corporate future needs -External supply they operate replacement of
-HR policies culture (local/ key ee
Functional
-development international)- -Involves key
strategy-
in labour assess demographic, senior
connecting various
market gov law, management
functional areas of
unemployment positions that
rates org
org cannot
HR strategy afford to leave
vacant
formation- actions
plans (recruitment,
selection)
©MeganMeiring
Study Unit 1: Strategic HR Planning and Research
Human Resource Planning (HRP)
Refers to the process of anticipating and providing for: Types of HRP
The movement of people • Proactive/ reactive approach
Into, • Broad vs narrow focus
Within, and • Formal/ informal plan
Out of the org • Fully integrated with company
With the aim to finding the best fit btwn ee and jobs strategic plan/ loosely tied
Strategic Human Resource Planning (SHRP)
Process by which:
Company goals (mission & plans)
Translated into HR objectives
To ensure that the company is neither under/over satisfied
That ee with the appropriate talents, skills and desires are available to carry out tasks
In the right jobs
At the right times
Strategy-linked HRP
Organisational level Human Resource level
o Identify purpose& scope of org o Establish cultural foundation
o Clarify its long-term direction o Guide ethical code of conduct
o Assesses its opportunities& threats o Gauge demographic trends
o Analyse the industry and competitors o Gauge the external supply of labour
o Analyse firm’s strengths& weaknesses o Forecast the demand for ee
o Analyse firm’s competencies o Forecast the supply for ee
o Develop corporate strategy o Establish productivity& efficiency goal
o Develop business strategy o Ensure vertical& horizontal fit
o Design structure, systems, etc. o Reconcile supply and demand via
o Allocate resources hiring, downsizing, etc.
o Use staffing, training, rewards to
motivate ee to achieve strategy
o Ensure alignment is achieved o Maintain human capital metrics
o Encourage workforce agility and o Utilise balanced scorecard
flexibility
©MeganMeiring
, Who is responsible for SHRP?
• Main responsibility lies with HR managers>> Knowledgeable, collect data, set goal
• HR managers must liaise with line management>> For demonstration purposes
• HR managers must understand business acumen>> Response to opportunities, challenges
HR Unit Managers
• Identifies HR strategies • Identifies supply and demand needs for each
• Designs HRP data systems division/ department
• Implements HRP as approves by top managers • Review/ discuss HRP info with HR specialists
• Monitor HRP to identify changes needed
Why is SHRP so important?
Creates competitive advantage
Achieve long-term goals
Improve profitability of the organisation
Recruiting experienced talent well in advance of needs
New resources (staff)
Different skills and competencies
Steps in the SHRP Process
• Establish mission, Step 2 • Conduct and Step 4 • Forecasting Step 6 • Succession
vision & values • Conduct and internal analyse • Forecasting supply • Developing, planning
external analyse demand formulating and
implementing a
strategy
Step 1 Step 3 Step 5 Step 7
V- where we Scan external What we will Types, Evaluation of future Corporate/ overall -Not formally
are going environment, need in the numbers, skills supply of labour strategy- who part of SHRP,
M- who we factors: future: & location of -Internal supply- competes against but next logical
are, what we -Technology -Capabilities of ee required by maintain database step
who (SWOT)
do, why we -Legal ee org of retirement, age, -Long-term
are here -Economics -Composite of skills, promotions Business strategy- plan for
Analyse past
V- what do -Customer/ workforce trends, plan profile (HRIS) domain in which orderly
we belief competitor -Corporate future needs -External supply they operate replacement of
-HR policies culture (local/ key ee
Functional
-development international)- -Involves key
strategy-
in labour assess demographic, senior
connecting various
market gov law, management
functional areas of
unemployment positions that
rates org
org cannot
HR strategy afford to leave
vacant
formation- actions
plans (recruitment,
selection)
©MeganMeiring
