HRM107 Study Guide - Final Guide: Focus Group, Kras, Job Performance
4 Jun 2018
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Week 05: Chapter 4 & 5
HR planning in dynamic environments
• 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 are implemented through
efficient and effective HR functions e.g. rewards, job design, recruitment etc.
• HRP is the process through which organisational goals are translated into HR goals concerning
staffing levels and allocation. It ensures that organisations have the right people in the right
place, with the right skills, at the right time.
• It is a long-term resourcing of people but cognisant of contemporary changes in both the
internal and external environment. Changes with the environment. This is called
'environmental scanning'. E.g. ageing of population and need for more specialist skills within
new industry sectors and shifting workforce nature.
The human resource information management systems (HRIMS) is used to collect, collate and
analyse internal and external HR data. HRP aka Workforce planning can be explained in many ways:
• Right people right place right skills right time right price.
• Estimating the future supply of and demand for human capital and then figuring out how to
close gaps.
• Translating organisational plans into HR plans that guide long-term acquisition, use and
development of intellectual capital and knowledge assets.
From history, HR has aided to provide benefits of enhanced flexibility in work and job design,
increased maternity leave options, new short term visas for semi-skilled workers, workers'
compensation systems, health and safety promotion campaigns etc. If fail in planning: large costs
can incur from unstaffed vacancies, expensive replacement training, poor talent attraction,
fragmented career management, time lags.
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Strategic planning is the process of setting major organisational objectives and developing
comprehensive plans to achieve them. This involves deciding on the directions of the organisation
including structure, strategies and policies. A strategic corporate planning process usually includes:
• A definition of the corporate philosophy
• Scanning of environmental conditions (internal/external)
• Evaluation of the organisation's strengths and weaknesses (SWOT)
• Development of objectives and goals
• Formulation of suitable strategies
(PEST analysis): political, economic, social and technological
Strategic capability analysis: more proactive technique that explores crucial individual, section and
organisation capabilities in response to dynamic national, regional and global environments, and
assists in the development of both long and short term HR plans. (Business value, current
performance, predictability)
Links between organisational and HR strategies depend heavily on the perceptions held by senior
and HR manages about the contributions that HRM can make to overall business.
• Monolithic approach is where line activities are more central whereas other functions like
HRM exist to service line managers' needs. Whereas, some senior managers may see HR
functions as an important part of the organisation, but secondary to strategic plans. This is
called a functional model.
• A pluralist approach is where all parts are in constant competition for scare resources.
The factors that appear to influence both senior managers and HR specialists to more closely
integrate planning includes:
• The nature of organisational environments
• Organisation size
• History, culture and philosophy
• The nature of business strategies
• Location and level of the HR function
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• Values and skills of senior HR managers
The process of HRP
HRP involves:
• Forecasting labour requirements
• Predicting likely sources
• Environmental scanning
• Development of objectives and goals
• Formulating the necessary steps to meet needs e.g. policies and programs
• Evaluation of the planning process
STAGE2
Labour demand forecasting involves estimating in advance the number and type of employees
needed to meet organisational objectives. It is the method used to determine the DEMAND FOR HR
to help predict areas within the organisation where there will be future labour shortages/surpluses.
• The choice of method depends on the expertise of the HR specialist, the complexity of
structure, market factors and the external environment. (restructuring, new industrial
agreements, unions, economy, retrenchments) Once the job categories/skills are identified,
information will be sought to help predict whether the need for people with those skills will
increase or decrease in the future.
• In Aus, booming demands in semi-skilled and professional employees whereas industries like
retail, manufacturing, financial services, tourism and hospitality sectors are not
hiring/streamlining their operations as they face uncertain futures.
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Document Summary
It ensures that organisations have the right people in the right place, with the right skills, at the right time. It is a long-term resourcing of people but cognisant of contemporary changes in both the internal and external environment. E. g. ageing of population and need for more specialist skills within new industry sectors and shifting workforce nature. The human resource information management systems (hrims) is used to collect, collate and analyse internal and external hr data. From history, hr has aided to provide benefits of enhanced flexibility in work and job design, increased maternity leave options, new short term visas for semi-skilled workers, workers" compensation systems, health and safety promotion campaigns etc. If fail in planning: large costs can incur from unstaffed vacancies, expensive replacement training, poor talent attraction, fragmented career management, time lags. Strategic planning is the process of setting major organisational objectives and developing comprehensive plans to achieve them.
