Strategic Workforce Planning_25 July 2013

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Strategic HRM Planning process and tools

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Strategic Workforce Planning_25 July 2013

  1. 1. STRATEGIC HUMAN RESOURCES/ WORKFORCE PLANNING CHARLES COTTER 25 JULY 2013 PALAZZO, MONTECASINO
  2. 2. Introduction Key presentation topics Summary Questions PRESENTATION OVERVIEW
  3. 3. Strategic Human Resources Management (SHRM) Strategic Workforce Planning DEFINING THE FUNDAMENTAL CONCEPTS
  4. 4. Strategic human resource management (SHRM) is the process of linking the human resource function with the strategic objectives of the organization in order to improve performance. By a strategic approach to HRM, we are referring to a managerial process requiring human resource (HR) policies and practices to be linked with the strategic objectives of the organization. SHRM is an approach to managing people that deals with how the organization’s goals will be achieved through its human resources by means of integrated HR strategies, policies and practices. STRATEGIC HRM
  5. 5. Both internal and external environmental forces shapes, influences and informs HR strategies and plans The human resources of an organization play a strategic role in its success HR strategies and plans should be integrated with business strategies and plans Human capital is a major source of competitive advantage It is people who implement the business strategy A systematic approach should be adopted to planning and implementing HR strategies HRM functions are horizontally integrated (bundled) SHRM PROPOSITIONS
  6. 6. HR/workforce planning is defined as a systematic, yet dynamic process of estimating the future demand for and supply for employees to execute the organization’s work in the ways that best support its strategic direction and deciding how to align and match them. Workforce planning as assessing future business needs and deciding on the numbers and types of people required. HR PLANNING
  7. 7. HR PLANNING
  8. 8. STRATEGIC HR PLANNING
  9. 9. Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labour market and the future HR environment that the organization will be operating in. The analysis of HR management issues external to the organization and developing scenarios about the future are what distinguishes strategic planning from operational planning. Where are we going? How will we develop HR strategies to successfully get there, given the circumstances? What skill sets do we need? STRATEGIC HR PLANNING
  10. 10. Ensure adequate human resources to meet the strategic goals and operational plans of your organization - the right people with the right skills at the right time Keep up with social, economic, legislative and technological trends that impact on human resources in your area and in the sector Remain flexible so that your organization can manage change if the future is different than anticipated PURPOSE OF STRATEGIC HR PLANNING
  11. 11. TOP BENEFITS OF STRATEGIC HR PLANNING
  12. 12. Strategic Analysis Forecasting HR Demand Analyzing Supply Reconciling HR Action Planning Monitoring and Evaluating the HR Action Plan STRATEGIC HR PLANNING PROCESS
  13. 13. STRATEGIC HR PLANNING PROCESS ILLUSTRATED
  14. 14. Review current HR and organizational strategies Conduct an environmental scan Micro - sub environment Market - sub environment Macro – sub environment Preferred tools – SWOT and PESTEL analyses STRATEGIC ANALYSIS
  15. 15. Forecasting should consider the past and the present requirements as well as future organizational directions Number of employees Type of employees Skills requirements of these employees Consider and assess the challenges and constraints FORECASTING HR DEMAND
  16. 16. Assess the current HR capacity of the organization by means of the Skill inventories method The knowledge, skills and abilities of your current staff need to be identified Employee experience, education and special skills Certificates or additional training should also be included A forecast of the supply of employees projected to join the organization from outside sources ANALYZING SUPPLY
  17. 17. RECONCILING
  18. 18. Through a gap analysis, the organization then identifies the gaps between the current and projected human resource needs Identify practices that could be improved or new practices needed to support the organization's capacity to move forward  What new jobs will we need?  What new skills will be required?  Do our present employees have the required skills?  Are employees currently in positions that use their strengths?  Do we have enough managers/supervisors?  Are current HR management practices adequate for future needs?  Determine surplus or deficit RECONCILING
  19. 19. HR ACTION PLANNING
  20. 20. Restructuring strategies Training and development strategies Recruitment strategies Outsourcing strategies Collaboration strategies HR ACTION PLANNING
  21. 21. MONITORING AND EVALUATING THE HR ACTION PLAN
  22. 22. Key points Questions Conclusion Contact details:  Charles Cotter  084 562 9446  charlescot@polka.co.za  Linked In  Twitter: @Charles_Cotter SUMMARY
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