HRM ESSAY 2,500 WORDS

 

3. The purpose of human resource planning is to ensure that organisational objectives are met through the effective utilisation of an organisation’s human resources. It is essentially an ongoing process, focused on the long term, but cognisant of changes in both the internal and external environments in which these organisations operate. Define human resource planning (HRP) and explain its crucial relationship with strategic organisational planning. Identify a company or organisation that does this well or poorly and use it to illustrate your arguments.

  

The individual essay should be no longer than 2500 words, exclusive of appendices and references which are not counted. Students are required to undertake research to locate a total of ten (10) academic references with five (5) being peer-reviewed academic journal references and further five (5) quality academic texts as outlined in the workshop/lectures and on-line materials. In total you should have ten (10) references.

  

The assessment criteria below provides an outline of what is required and also aims to give you general feedback to help you improve the standard and quality of your work in the future:   

 

• Key issues relating to the question have been developed
• Original and clear argument
• Logical and convincing discussion
• Ideas and assertions substantiated through use of high quality reference material and key academic perspectives/views used to develop arguments
• Appropriate Harvard style referencing (in-text and list of references )
• Number and quality of references
• Clear and comprehensive written style (spelling, grammar, syntax etc.) 

   

Lecture 3
Human resource planning in a changing environment

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Introduction
Human Resource Planning:
‘The bridge between HR strategies and HR functions is the formulation of human resource plans that incorporate the desired outcomes of HR strategies, are responsive to continual changes in dynamic national and global industry environments, and can be implemented through efficient and effective HR functions…’
(Nankervis, Compton, Baird & Coffey 2011, p.120)

Human Resource Planning
Ensure organisational objectives are met through effective utilisation of human resources
Considerate of changing circumstances within and outside the organisation
Is an ongoing process, focused on the long-term
Cognisant of contemporary changes in both internal and external environments
A series of processes, with long-, medium- and short-term contingency options
Based upon efficient, effective and user-friendly HRIMS

Strategic alignment

Human resource planning (HRP)
Sometimes called ‘workforce planning’
translates the organisation’s objectives
ensures that organisations have the right people in the right place, with the right skills, at the right time and at the right place
translates organisational plans into HR plans that guide the long-term acquisition, use and development of intellectual capital and knowledge assets

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Group discussion

HRP and strategic
organisational planning
Determination of necessary labour requirements (demand)
Prediction of likely sources (supply)
Environmental scanning
Evaluation of strengths and weaknesses
Development of objectives and goals
Formulation of suitable strategies

Approaches to SHRP

Effective integration of HR and strategic plans
Depends on many factors including:
nature and stage of organisation
organisational size
history, culture and philosophy
nature of business strategies
location and level of the HR function
values and skills of senior HR managers

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Group discussion

A model of strategic human resource management

Group discussion

The process of HRP

Labour demand forecasting
Estimating in advance the number and type of employees required
Complex or simple techniques can be used
Dependent upon:
expertise of HR
complexity of organisational structures
market factors
external environment

Group discussion

Labour supply analysis
Determining if labour requirements are available:
when and where needed?
internal or external sources?

internal supply analysis
skills inventory

Group discussion

Human resource information management systems (HRIMS)
Originally manual
Increasingly complexity of legislation
Payroll systems
Development of flexible and comprehensive systems
Increasingly computerised and information technology focused
Strategic tool for HR planning and cost-effective HRM

A model of strategic HRP using HRIMS

Benefits and features of HRIMS
Improved planning and program development
Faster information processing
Improved response times
Decreased administrative and HR costs
Accuracy of information
Enhanced communication at all levels

Types of HRIMS data
Aggregated data on all aspects of the employment relationship including:
Administrative
industrial awards, HR policies, salary, leave…
Operational
personal and job histories, records on recruitment and selection…
Strategic reasons
all the above plus wastage, staff positions, labour market trends…

The role of HR information in the HR strategic planning process

‘Ownership’, confidentiality and privacy of HRIMS data
Who has access?
keys and codes
Protection of data
Ethical issues
Outsourcing
Data ownership
Freedom of Information legislation versus Privacy legislation

Successful HRIMS
Accurate employee and job data
Flexible and adaptable
Clear link with and contribution to HR plans
Modular and integrated
Clear control of HR costs

External supply
Considered when:
lack sufficient internal supply
entry-level positions
Influenced by many complex factors
Other options?

The external environment
Crucial success factors include:

recruiting and retaining skilled employees
increasing customer satisfaction
employing and developing leaders
sustaining a competitive advantage
managing risk
managing change and corporate culture
becoming an innovative organisation

Group discussion

Human resource planning
Drawbacks
Time-consuming
Difficult/complex
Costly
Inadequate support
Obstruction
Benefits
Better match between employee and organisational objectives
Increased productivity and profitability
Better integration
Timely staffing and skill requirements

Summary
Effective HRP
Management commitment
Importance placed on human resources
Links between external and internal environments and organisational strategies
Effective linkages between HRP and HRM
Adequate staff, time and resources
Effective HR information systems