STRATEGIES AND HUMAN RESOURCE PLANNING

Prepared by:Akanksha kumari 117503

STUDENT OF DAYALBAGH EDUCATIONAL INTITUTE ,AGRA
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CONTENTS
INTRODUCTION STRATEGIC PLANNING AND HR LINKING STRATEGIC PLANNING AND HR CONCLUSION

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

STRATEGIC PLANNING AND HR

Strategic Planning :Procedure for making decisions about organizations long term goal. Strategic human resource management : Strategic Human Resource management is the practice of aligning business strategy with that of HR practices to achieve the strategic goals of the organization

LINKING STRATEGIC PLANNING AND HR

Mission, vision & values
External analysis Internal analysis Strategy formulation Strategy implementation

Evaluation and Assessment

Step 1: Mission, Vision and Values

Mission :Basic purpose of the organization as well as its scope of operations. Strategic vision :Outlines what the organization wants to be, or how it wants the world in which it operates to be. Value :Beliefs that are shared among the stakeholder of an organization.

Step 2: External analysis

Environmental scanning: Systematic monitoring of major external forces influencing the organization. External issues: Economic factor Industry and competitive trends Technological changes Government and legislative issues Social concerns Demographic trends
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Step 3: Internal analysis

Culture : Auditing Values, Beliefs, and Attitudes Competencies: People as a Strategic Resource Composition : The Human Capital Architecture

Composition : The Human Capital Architecture

Core knowledge workers

Traditional Job-based workers

Contract labor

Alliance partner

Step 4: Formulating strategy

SWOT Analysis: A comparison of strengths , weaknesses, opportunities and threats for strategy formulation purposes.

Strategy formulation built on SWOT analysis to use the strengths of organization to capitalize on opportunities , counteract threats, and alleviate weaknesses

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Corporate strategy
Growth and diversification Merger and acquisition Strategic alliances and joint ventures

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Business strategy
Low-Cost Strategy: Compete on productivity and efficiency Differentiation Strategy: Compete on value added

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Functional strategy
External Fit/ Alignment: Focuses on the connection between the business objectives and major initiatives in HR Internal fit/ Alignment : Managers need to ensure that HR practices are all aligned with one another internally to establish a configuration that is mutually reinforcing

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The McKinsey 7S model

Step Five: Strategy Implementation

The McKinsey 7S model

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Step Six: Evaluation and Assessment

Benchmarking : The process of comparing one's business processes and performance metrics to industry bests or best practices from other industries Balanced scorecard : A measurement framework that helps managers translate strategic goal into operational objectives

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Conclusion
Since human resources functions and strategies are a means to achieve corporate ends, they need to be tied to, and driven by the corporate role, mission, vision and strategic goals, or else they simply end up as processes that add overhead, but down increase return.

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