Summary hrm 2605 summarised notes.

Study Unit 4 - Strategic HR Planning and Research 4.1 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 by 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. Definitions: Human resource Planning – process of anticipating and providing for the movement of people into, within and out of an organization with the aim of finding the best fit between employees and jobs. Strategic HR planning – the process by which organizational goals, as put forth in mission statements and organizational plans, are translated into HR objectives to ensure that the organization is neither over-not under staffed, and that employees with the appropriate talents, skills and desire are available to carry out their tasks/duties in the right jobs at the right times. 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 the 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.  HR responsibilities: o HR Unit  Participates in strategic planning process  Identifies HR strategies  Design the HR planning data systems