hrm2605_study_notes_summary_human_resource_management_for_line_managers

hrm2605_study_notes_summary_human_resource_management_for_line_managers Types of HR Planning  The company can choose whether it wants to be proactive or reactive.  Organisations can make a decision regarding the breadth of the planning.  The formality of the plan. the company decision here can be the formal or informal route. Informal route - the planning is done in the heads of managers and HR staff. In the formalised approach, the plan is clearly spelled out in writing and backed up by supporting documentation and data. o Craft has identified the following possible types of linkages:  Input linkages. Here HR information is made available either before or during the strategic planning process. This can take place through a specialised HR unit doing scanning or through specialised Committee of HR personnel.  Decision inclusion linkages. Here HR personnel are either directly or indirectly involved in the strategic planning process of the company.  Review and reaction linkages. Here HR personnel can respond to a proposed or final strategic plan. The plan may be reviewed from an HR flexibility (can the necessary manpower be obtained?) and desirability (will there be a strike?) viewpoint or they may even have sign-off authority. 4.2 Planning Horizon  Short range Objectives = 1 year & objectives are specific  Intermediate objectives = 2 – 4 years & Objectives are specific  Long range objectives = 5 - 15 years & objectives are General 4.3 Strategy-linked HRP  Strategic HR Planning The process through which company goals as put forth in mission statements and company plans are translated into HR objectives to ensure that the company s neither over nor understaffed, that employees with the appropriate talents, skills and desire are available to carry out their tasks in he right jobs at the right times. 4.4 Who is responsible for SHRP?  Main responsibility lies with HR Managers, should not be done in isolation but with line managers o HR managers must be knowledgeable about company – enable them to analyse, collect data, develop plans & programmes and ask questions that relate to the company mission and goals o HR professional to demonstrate competence & expertise to line managers o Developing linkages between HR planning & strategic company planning as process over time. 4.5 Why Is SHRP so Important  Strategic change refers to major transformations in the structure, size or functioning of an organisation for the purpose of achieving strategic objectives. 4.6 Elements of SHRP  HR Objectives – objectives for change sate what is to be achieved with regard to the firm's human resources. Objectives may be stated in both quantitative and qualitative terms: when specifying objectives it is important to also indicate who is responsible for making the needed changes.  HR Plans – can be thought of as blueprints for action. They specify who needs to do what, when, where & how 4.7 Steps In the SHRP Process  Step 1 : Situation analysis o Monitor and assess the company mission & core business o Conduct environment scanning to gather info about trend and anticipated developments in external & internal environments  Step 2 : HR Demand analysis o The determination of total manp