HR PLANNING

• Human resource planning


  1. Identify current and future human resource needs

  2. Serve as a link between human resource management and the overall strategic plan and mission of an organization

  3. Improve organizational outcomes
• Human resource planning


  • Used in and for all functions of human resource management
  • Covers the broad spectrum of all functional areas of human resource management
• Human resource planning process

  1. Figuring out where you are (environmental scanning)

  2. Figuring out where you want to go (developing clear human resources strategy)

  3. Figuring out how to get there (identification of actions and performance metrics)
• Environmental scanning


  Includes an external component (identifying and assessing opportunities and threats) and an internal component (assessing organism strengths and weaknesses)
• SWOT analysis

  • Strengths
  • Weaknesses
  • Opportunities
  • Threats
• Critical issues


  Fundamental questions affecting the organization or human resource management
• Human resource strategy


  Pattern of purposes, policies or programs that define what a human resource function is, what it does and why it does it
• Goal


  Statement of desired outcomes towards which effort is directed to realize the human resource plan
• SMART goals

  • Specific
  • Measurable
  • Achievable
  • Relevant
  • Time-based
• Actions


  The most important things that can be done to reach stated goals
• Performance metrics


  Means by which successive actions can be measured and tracked
• Human resource planning is critical for each functional area of human resource management
• Ask three simple strategic questions to frame the human resource planning process: where are we now, where do we want to be, and how do we get there
• Human resource planning


  A process that identifies current and future human resources needs for an organization to achieve its goals
• Human resource planning


  Serves as a link between human resource management and the overall strategic plan of an organization
• Strategy


  An extension of mission, a bridge between the organization and environment
• Goals


  A statement of desired outcomes toward which effort is directed
• Actions


  The most important things that can be done to reach stated goals
• Human resource planning process

  1. Environmental scanning

  2. Identifying strategy and goals

  3. Identifying actions and metrics
• Environmental scanning


  Includes an external component (identifying opportunities and threats) and an internal component (assessing organizational strengths and weaknesses)
• SWOT analysis

  • Strengths
  • Opportunities
  • Weaknesses
  • Threats
• Critical issues


  Also called 'strategic issues', at the heart of the planning process, fundamental questions affecting the organization, inform human resource strategy, look for themes in SWOT analysis
• Strategy


  A pattern of purposes, policies or programs, defines what a function is, what it does, and why it does it, a plain language tool
• Goals


  Support and provide direction for your strategy, need to be actionable and clear, most effective communication tools, use S.M.A.R.T. criteria to craft
• S.M.A.R.T. criteria

  • Specific
  • Measurable
  • Achievable
  • Relevant
  • Time-based
• Monitoring


  An organization's plans for reviewing and refining the plan
• Metrics


  Provide the means by which success of actions can be measured and tracked