Human Resource Management

Main Assignment

1. Introduction
In this assignment, I will discuss about how an organisational goals are translated into human
resource department`s goals concerning the staIIing and allocation process (The Human
resource Planning), as well as the development oI policies and programmes in Human
Resource nowadays.

2. Organisational goal, Business plan and Human Resource plan
Every organisation has goals to be accomplished. ThereIore, in order Ior an organisation to
accomplish their goals, they create a plan Ior the Iuture. In a business organisation, the plan is
called a business plan.
In Human resource planning, the HR manager must always consider the business plan in the
organisation as the base oI the human resource plan. The reason in because human resource
departments goals is strongly depends on the organisational goals. The CEO oI the largest
beer company in Brazil, Carlos Brito (2010) once said Great companies are Iormed by great
people, not by popular products, cash Ilow, or assets. With the right people at the
organisation, the organisation will be able to perIorm better and accomplish their goals, That
is the main reason oI Human Resource management in an organisation.

3. Organisational goals influence on Human resource planning
It is important to highlight that the main point oI this paper is at this point, where the
organisational goals determined the starting point oI Human resource planning process,
which is the Iorecasting oI Human resource demands oI the company. The demands Ior
organisations human resource is strongly inIluenced by the organisational goals. There are
some guidelines Ior HR manager to Iorecast the demand oI human resources oI a company
that may vary depends on organisational goals, below is 5 point Irom the guidelines:
-The right number oI people
-The right skills
-The right place
-The right time
-The right price
3.1. The right number of people
The Iirst guideline is number oI people that an organisation needs. It can be very diIIerent
depends on the organisational goals. For example, a demand oI people Ior a company like
Google would be diIIerent with a company like Burger King. The number oI people Google
needs are very Iew, Their products is a soItware that are easy to distribute, which means they
do not need many employees in their company. Up until last 2007, according to
NumberoI.net (2007), Google approximately have almost 20,000 employees worldwide .
While a company like Burger King will need many employees to hire in order to cover up Ior
its shop worldwide. According to catetersearch.com (2006), up until last 2006 they have
many diIIerent branches over various countries which are independent each other with more
than 11,000 restaurants in total and more than 340,000 employees worldwide including staII
and Iranchisees. The big diIIerence in number oI people they have is caused by the diIIerence
in their organisational goals.
3.2. The right skills
Another guideline is about the skills required by a organisation. Depending on the
organisations business area (which aIIect their goals), the kind oI skills they need may vary.
A Iailure in recruiting people with the right skills by the HR manager will create a huge loss
Ior the organisation. Not only the organisation lost the chance to recruit good people instead
oI the bad people they have hired, they also have to get rid oI the bad employee, which is a
cost oI money and time.
In my previous example regarding Google and Burger King, they also have diIIerence in the
needs oI skills oI their employees. In Google, even though they have Iar Iewer employees
compared to Burger King, the requirement oI skills Ior their employees are more complex
and higher than Burger King. While in the Burger King, in those approximately 340,000
employees, many oI them works as a cashier, cleaner, or cooks which require simple skills.
Only a Iew oI those who works at the Burger King in high position (such as executive
manager oI a number oI restaurants or higher) needs adequate amount oI managerial and
business skills in order to manage several restaurants to be able to stay in business and make
proIits at the same time.
3.3. The right place
The third guideline Ior HR manager to Iorecast an organisations demand Ior human resources
is the place where the employee works. The eIIiciency oI an employee may diIIers depends
on the environment on the workplace. DiIIerent branch on a same company may require
diIIerent kind oI skills. For example, in Google corporation branch A, they need a skilled
accountant who can work Iast and accurate to do their Iinancial reports. While Google
corporation branch B doesn`t need an accountant like that, an accountant who is high-skilled,
able to work Iast and accurate are applying Ior a job in Google corporation B. Under this kind
oI situation, the best practice to do regarding the human resource demand Ior right places is
to position that employee at Google corporation A.
3.4. The right time
The Iourth guideline Ior HR manager to Iorecast organisations demand Ior human resources
is the time when he is employed at the company. While people in organisation tend to buried
in their day to day operation (includes HR manager), they oIten Iorget that hiring an
additional employees right away will make their day to day works become more eIIicient.
However, the right time to hire employees Ior diIIerent companies may be diIIerent either.
Take my previous example about Burger King and Google. Burger King is likely to hire new
employee when they have new stores, or when they have problems that makes their sales go
down so that they need to create a new strategy that requires new employees with new skills.
For example, when Burger King came out with new product named 'Dutch apple pie to
meet the customers demand, they need to hire new cheI that are able to make them in every
store that serves the related product.
On the other hand, Since Google is an organic company with a Ilat structure, the work
environment is highly stressed. Many Google employees resigned because they admit that
working at Google is too stressIul Ior them. This makes the staII turnover at Google high,
which makes them constantly hires new employee to replace the old ones. However, Google
also sometimes hire new employees not to replace the previous employees, but because they
are in a need oI new creativity and thinking Ior their team, which happens quite oIten in the
company because oI the Iast changing technology nowadays which makes Google constantly
innovate new products in order to keep up with new technologies.
3.5 The Right Price
The IiIth guideline Ior HR manager in Iorecasting the company`s human resource demand is
to determine the Right Price to oIIer to people who are applying. A diIIerent price Ior salary
will attract diIIerent kind oI people with diIIerent amount oI skills, ability, and knowledge.
Smart and talented people, who has many knowledge and ability with much experience are
usually interested in a job that are match with their skills and has appropriate salary in their
standard (which is quite high, since he has high skills and much working experience). On the
other hand, a normal people who has no special ability with standard skills and knowledge
and no working experience will have a diIIerent standard oI salary in their mindset.
In a practical example, take the previous example oI Burger King and Google. Burger King`s
goal is to be able to deliver a delicious burger at aIIordable price, which means that the
service standard Ior Burger King is not so high. In addition, Even though the burger is
delicious, it is a Iact that in the process oI burger making in Burger King, the process is just
simply assemble some ingredient such as beeI, cheese, vegetables, mushroom, bacon, and
burger buns beIore putting it into the oven. This is a Iact that I saw myselI with my own eyes
when I accidentally peeked at their kitchen as a customer. This means that the employees that
are working in the Burger King don`t really need any special ability and knowledge.
ThereIore, the right price Ior Burger King`s employees is just around standard salary listed by
MOM. They do not need to oIIer high salary to attract smart and talented people, since they
do not need it (except Ior high position that needs special ability, skills, and knowledge,
which is quite rare to happen).
However, it is a diIIerent story in Google. Google`s organisational goal is to Iocus on
Innovation and keep create new creative products into the market, or upgrade the existing
product into a better product which is more useIul. In this case, Google will need smart,
innovative, and talented people to be able to meet their goal. ThereIore, the right price Ior
Google`s employees would be higher than standard salary. Google will need to oIIer a quite
high salary in order to attract smart, innovative, and talented people they need to meet their
organisational goals.

4. Human Resource Planning Process
AIter the inIormation about how organisational goals inIluenced the Human resource
planning in a company, it is also important to understand the process oI Human resource
planning itselI. In this chapter, will talk about the stages oI human resource planning and
what to do in each stages.
4.1 Forecasting Organisation`s Human Resource Needs
According to Carolyn Hirschman (2007), business today is Iar diIIerent Irom the past. It is
critical Ior a company to have the right people at their workIorce. Forecasting will help the
company to hire better employees. In an organisation`s human resource department, it is the
human resource manager team`s job to Iorecast the demand Ior human resource at the
organisation. HR manager can Iorecast the demand based on some certain inIormation, such
as:
-What is the job? (The activities to do in the job) /Job description
-What is the requirement? /Job speciIication
It is important to take note that both Job description and Job speciIication is strongly
inIluenced by the company`s organisational goals. The 5 rights guidelines above will become
useIul in this stage. Under this kind oI inIormation, HR manager will be able to determine the
demand oI human resource Ior the organisation. Then Irom this point, they will continue to
ADMM (Acquisition, Development, Motivation, and Maintenance).
4.2 Acquisition
In acquisition stage, it is a crucial that the organisation must has already clear about the
results oI Organisation`s human resource need Iorecast (what is the job and what is the
requirement Ior the job). Then the HR manager will start to do a 'Recruitment & Selection
process. It is a process which the HR manager will attract as many people as possible through
job advertisement in some media (internet, newspaper, etc) so that they can select good
people out oI them. The starting salary and career development opportunity will become a
good Iactor to attract those smart and talented people in community.
However, it is not necessary Ior a company to get a smart and talented people. It depends on
the Job requirement, or the 5 rights oI human resource planning which has been explained
above. When it is a need to hire a smart and talented people, it is recommended Ior a
company to set up a good salary and career opportunity to attract those smart and talented
people apply to your company.
4.3 Development
AIter hire employees in acquisition stage, the HRP continues to development stage. In
development stage, new employees will undergo a training based on the company needs, job
needs, and personal needs to acquire new A.S.K (Ability, Skill, and Knowledge) so that they
can do their job properly. II the acquisition stage has done correctly, there should not be any
major problem in development stage.
According to innerarchitect.wordpress.com(2008), one reason Ior a company Ior doing
Human Resource Development aside Irom the changing environment (technological change,
etc) is because it is important to consider employees as an asset oI a company instead oI a
liability, which means that it is more important to train your asset so that they will be able to
perIorm better Ior the beneIit oI the company rather than saving the cost oI training. In other
word, consider it as an investment Ior the Iuture.
BeIore beginning oI the training, the HR manager must Iirst do a TNA(Training Needs
Analysis) in order to identiIy what is trainings are needed Ior the employees. It is one oI an
important preparation step that many HR people oIten Iorgot. First step is Ior the HR
manager to assess what is the A.S.K needed by the company, and set training objectives out
oI them.
Second step is Ior the HR manager to create a training program Ior the employees
(determining the training location, training content, training methods, the person who trains
the employees, etc). This step may be skipped by using one oI training program that are
oIIered by other company which are specialized in the employees training and development.
However, the training oIIered by other companies may not be suitable Ior the needs oI the
employees which has been identiIied in the Iirst step. ThereIore, HR manager should think
careIully beIore determining the training program.
The last step is Ior the HR manager to evaluate the Reaction oI employees aIter training, and
get a rough idea what did they learn in the training program. HR manager also needs to pay
attention to those employees behaviour in the workplace aIter the training to check the
diIIerence with the time beIore training. And lastly is what results do those employees
perIorm in the workplace.
Like Acquisition stage, Human Resource Development stage also has some range oI
dependency with the goals oI the company. When the goal oI the company does not need a
highly skilled and knowledge able employees to accomplish (such as a waiter or cashier),
then the Human resource development stage will be diIIerent with those jobs which needs
high skills and knowledge (such as executive manager or HR manager).
4.4 Motivation
The next stage oI HR planning aIter developing the hired employees is to make sure that they
keep motivated so that they can perIorm at the maximum level all the time. There many kind
oI theories about motivation, such as Herzberg theory, Maslow`s hierarchy oI needs,
Vroom`s expectancy theory, or Adams`s equity theory. All oI these theories above can be
compared to each other while each oI them has their own strengths and weaknesses.
However, this paper will explain about motivation theory in a simpler way.
Every person has their own personal goals, including the company`s employees. The reason
oI it is because each oI them has their so called 'Needs & Wants. This is a simpler Iorm oI
Maslow`s theory. That Needs and wants will eventually create an inner driving Iorce Ior each
oI us to work in order to achieve our goals so that our needs and wants will be IulIilled.
ThereIore, the main point oI motivation is to 'Figure out what is the needs and wants oI the
employees, then do something to strengthen their inner driving Iorce by setting their needs
and wants as a reward in their work.
These needs and wants oI employees is highly personal. However, it is still inIluenced by the
organisational goal, since the kind oI employees working on the company is also depends on
the organisational goal. For example, employees at Burger King would likely to be motivated
by a reward such as pay rise or additional holidays. While employees at company like Google
corporation would likely to be motivated when they have more challenges in their job, or
when they Ieels trusted by the company and Ieels that he is an important part oI the company.
4.5 Maintenance
The last stage oI HR Planning aIter the motivation oI employees is the maintenance stage. It
is the stage when HR manager will Iace a problem with retaining the employees in the
company, especially the smart and talented one. However, it is most likely to be easier to be
done when the motivation stage has been done correctly and results in a motivated
employees, since it is not likely Ior a motivated employees to resign Irom his/her job.
Maintenance stage is also highly inIluenced by the organisational goal. And the reason is
similar with motivation stage. It is because oI the organisational goals that determines the
kinds oI people working inside the company. For example, employees at Burger King would
likely to have problem in the company because oI the salary is too low, or because oI too
much working hours in a day/week. In the other hand, employees at Google would likely to
have problems with their concept oI idea is not being accepted in the company, and he Ieels
highly stressed in the workplace because oI the pressure.

5. Conclusion
To Conclude all oI above inIormation, it is clear that the goal oI the organisation has
signiIicantly inIluenced the process oI Human Resource Planning in the company in many
ways. The inIluence has a 'Chain eIIect starts Irom the 'kinds oI people that the
organisation needs. From that point on, since the kinds oI people oI diIIerent company
(which has diIIerent goals) will be diIIerent, all the rest oI Human Resource Planning process
stages will be inIluenced depends on the kinds oI people that the company has.







Bibliography

Cateter (2006), Burger King - hospitality company profiles. Available Irom:
http://www.caterersearch.com/Companies/33894/burger-king.html |Accessed: March 18,
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NumberoI.net (2007), Number of Employees at Google. Available Irom:
http://www.numberoI.net/number-oI-employees-at-google/ |Accessed: March 17, 2011|.
Louise Lee, L.L. (2010), Carlos Brito . Corporate success depends on individual employees.
Available Irom: StanIord Graduate School oI Business, Web site:
http://www.stanIord.edu/group/knowledgebase/cgi-bin/2010/11/19/carlos-brito-corporate-
success-depends-on-individual-employees/ |Accessed: March 19, 2011|.
Carolyn Hirschman, C.H. (2007), Putting forecasting in focus. Available Irom:
http://Iindarticles.com/p/articles/mim3495/is352/ain18791146/?tagcontent;col1
|Accessed: March 18, 2011|.
(2008), Employee development . 5 Reasons. Available Irom:
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Human Resource Management

Main Assignment








Name: Henrik 1onathan
Class: Bsc 14C
Lecturer: Mr Fred Lin