Strategic human resource planning
From Tafadzwa Maidza
Human resources planning is a process that identifies
current and future human resources needs for an organization to achieve it
goals. Human resources planning should serve as a link between human resources
management and the overall strategic plan of an organization. Aging worker
populations in most western countries and growing demands for qualified workers
in developing economies have underscored the importance of effective Human
Resources Planning.
Contents
[hide]
1 Best Practices
2 Implementation
Stages
2.1 Stage 1
2.2 Stage 2
3 Overarching
Policy, Process & Tools
3.1 Common
Competency Dictionary and Architecture
3.2 Human
Resource Information Management Infrastructure
3.3 Governance
/ Accountability Structure
4 Process
Implementation Stages
4.1 Stage 1
4.2 Stage 2
[edit] Best Practices
Hr-planning-model.png
The planning processes of most best practice organizations
not only define what will be accomplished within a given timeframe, but also
the numbers and types of human resources that will be needed to achieve the
defined business goals (e.g., number of human resources; the required
competencies; when the resources will be needed; etc.).
Competency-based management supports the integration of
human resources planning with business planning by allowing organizations to
assess the current human resource capacity based on their competencies against
the capacity needed to achieve the vision, mission and business goals of the
organization. Targeted human resource strategies, plans and programs to address
gaps (e.g., hiring / staffing; learning; career development; succession
management; etc.) are then designed, developed and implemented to close the
gaps.
These strategies and programs are monitored and evaluated on
a regular basis to ensure that they are moving the organizations in the desired
direction, including closing employee competency gaps, and corrections are made
as needed. This Strategic HR Planning and evaluation cycle is depicted in the
diagram below.
[edit] Implementation Stages
The following implementation stages are suggested for mid to
large organizations implementing competencies in support of Strategic Human
Resources Planning.
[edit] Stage 1
Short - Term HR Planning
Establish a
Competency Architecture and Competency Dictionary that will support Strategic
Human Resource Planning.
For each group to be profiled, define the
roles and career streams to help identify current and future human resources
needs.
Determine how
competencies will be integrated with the existing HR Planning process and
systems (e.g., Human Resource Information Management systems; other
computer-based tools, for example forecasting models).
[edit] Stage 2
Build or revamp HR
Planning tools, templates and processes to incorporate elements as determined
in Stage 1.
Train managers and
/ or facilitate corporate HR Planning process.
Continuously
monitor and improve processes, tools and systems to support HR Planning
[edit] Overarching Policy, Process & Tools
[edit] Common Competency Dictionary and Architecture
Establishing a common Competency Dictionary and Architecture
is fundamental for the successful implementation of competencies throughout the
organization. Maintaining this common architecture is essential for ensuring
that all human resource management applications are fully integrated and that
maximum efficiencies can be gained. It is important, therefore, to identify an
organizational group accountable for the maintenance of the Competency
Dictionary and Architecture on an ongoing basis.
[edit] Human Resource Information Management Infrastructure
In a recent review, the Gartner Group noted that CBM talent
management initiatives have not necessarily yielded the desired benefits and
return on investment, for the main part because organizations have not invested
in the talent management software systems and infrastructure to facilitate full
and effective implementation. To gain maximum benefit from CBM, organizations
need to have a human resources management system and on-line tools and
processes that will support many of the implementation recommendations
contained in this document.
[edit] Governance / Accountability Structure
Organizations that have effectively implemented competencies
on a corporate-wide basis have ensured that there is an appropriate project
management, governance and accountability framework in place to support the
development, maintenance and revision / updating of the competency profiles to
meet changing demands.
[edit] Process Implementation Stages
The following implementation stages are suggested for mid to
large organizations.
[edit] Stage 1
Identify the
infrastructure and system requirements to support full implementation (e.g.,
Human Resources Information Management System; other on-line software tools
needed to support various CBM applications).
Develop the
competency profiles.
Implement the
competency profiles in a staged-way to demonstrate benefits and create buy-in
(e.g., as soon as profiles for a group are developed, implement quickly within
a low-risk high-benefit planned application for the group).
Communicate
success stories as competency profiles are implemented.
Good for
organization.
[edit] Stage 2
Develop, revise /
update competency profiles to meet changing deman
The organizational architecture is a description of the systems
existing in the organization. Each organization has a lot of systems in place,
some of them are extremely formal and many are informal and they are not
described in any official document. The organizational architecture describes
the systems, which make the organization living organization. The ability to
design, develop, integrate and use such organizational systems is the basis for
the efficient organization.
The organizational architecture is about creation of roles
in the organization, processes to handle inputs and outcomes and formal
reporting lines in the organization for the management purposes. Traditionally,
Human Resources is expected to play a significant role in the organizational
architecture and for HR Business Partnering concept, the organizational
architecture is extremely important as the HR Business Partner can provide the
regular consultancy to the business leaders and managers.
There are many models describing the organizational
architecture around us. The most classical ones are the Star Model by Jay
Galbraith and 7-S organizational architecture description by McKinsey.
The Galbraith’s Star Model describes 5 most important
factors of the efficient organizational architecture:
Strategy
Structure
Business Processes
and Lateral Links
Rewards Systems
Human Resources
Management
The McKinsey’s 7-S organizational architecture model
describes 7 factors of the successful organizational architecture:
Strategy
Structure
Systems
Staff
Style
Skills
Super ordinate
Goals/Shared Values
In both models, there is a huge responsibility of Human
Resources as in both models, HR Role is significant and has a significant
impact on the efficient organizational architecture and operation of the whole
organization. The competitive advantage always starts with the winning
organizational architecture and HR Business Partner is a key player in the
setting of such an organizational architecture.
The HR Team has to understand the theory of the organizational
design as they can play a useful role in the creation and design of the new
architecture. Without the theory behind, the advices given are just based on
the gut feeling and they cannot be respected by the internal clients.
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HRA HR Alignment Architecture™
HRA partners closely with organization stakeholders to
understand the big picture, map out a strategic direction and then develop
plans for aligning human resources. Once we understand business goals and how
human capital can best be aligned, we work with with our clients to design and
develop state-of-the-art, yet deeply practical, human resource architecture,
processes and systems.
Specific service areas include: HR strategic planning,
system design, job design, assessment programs, performance management,
appraisal, 360-feedback, talent management, succession planning and workforce
readiness.
HR Strategic Planning. This includes: prioritizing human
resource initiatives; developing short- and long-term business plans;
clarifying the HR vision, identity and brand; and building cross-unit
synergies, partnerships and alignment. Goals are to: assure HR is up to date,
aligned with business goals and drives organizational success, identify and
integrate the most critical initiatives with strategic and tactical action
plans; and to clarify HR identity, roles and accountabilities.
System Design. Design and develop integrated on-line systems
for talent management, performance management, succession planning. Goals
include: providing employees with integrated portal, web-based tools and data
base for all talent management activities; and developing a central data base
to manage the company talent portfolio and performance in real time.
Job Design (New
and Existing Jobs). Define job and cross-functional roles and responsibilities
to accomplish key objectives. The primary goal is to redesign job roles and
relationships to meet emerging business needs.
Assessment Programs. Develop valid and systematic programs
to assess results and competencies needed for top performance. The primary
goals are assessment programs for employee selection, placement, succession,
performance management and development.
Performance
Management/Appraisal and 360 Feedback. Develop performance appraisals,
performance management, coaching, mentoring and 360-degree feedback programs.
The primary goals are: to develop systematic processes for performance
evaluation and development; and to provide vehicles for employees to provide
each other with focused, constructive feedback.
Talent Management and Succession Planning. Develop
procedures for assuring bench strength and optimizing talent movement. The
goals are to assure mission-critical positions are filled with strong talent;
redeploy underperformers and o optimize individual contribution and talent
capability.
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