Human Resource Management HRM Plan

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Arnhem Business School J.Vinke 2005

Human Resource

Management (HRM)

Plan

guide on developing a practical HRM plan


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What is a HRM Plan?

HRM is a strategic and systematic approach tomanaging people in a way that would maximise theirmotivation and contribution towards meeting the

organisation's objectives. HRM Plan is a document which sets out what

programmes are re!uired in the "ollowing "ew years topractise HRM in the organi#ation.

$he aim o" a HRM Plan is to help the organisation toachieve its mission and objectives through a systematicdesign and implementation o" HRM programmes.


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Critical Success Factors for

Developing the HRM Plan%hether the HRM Plan can achieve its desired

purpose depends on&

$op management commitment to the philosophythat people are the ey to the success in

achieving the objectives o" the organi#ation.

trategic linage o" the organi#ation's HRM

programmes to its mission and objectives.

ine management's ownership o" the HRM Plan.


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A Shift in Mindset

"rom administering people to achieving strategic objectives through people.

Administrative Focus HRM Focus

dministering personnel policies Helping to achieve strategic goalsthrough people

tand alone programmes inmanagement o" people

HRM programmes integrated withbusiness plans

Priorities in managing people o"tenlined to the latest managementconcepts and ideas

HRM priorities lined to businesspriorities

Personnel units responsible "ormanagement o" people

ine managers and personnel unitsshare joint responsibility "or HRM


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HRM plan

built upon an understanding o" the vision*

mission* values* and strategic

programmes and challenges. lins the HRM programmes to business

plans

helps prioritise HRM programmesaccording to business priorities.


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MOD! FOR D"!OP#$% &H HRM P!A$


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Developing A HRM Plan

tep+by+tep pproach 1. Conduct an organizational strategic

analysis:

2. Identify strategic HR issues arising fromthe strategic analysis:

3. Identify ongoing HR issues:

4. Prioritize the strategic and ongoing HR

issues and determine actions:

5. ra! u" the HR# Plan.


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'( Conduct a strategic anal)sis

$he results of this ste" are

an understanding of the

organisation%s &ision' mission' &alues(

a strategic re&ie! of the organisation(

and

understanding of the challenges

facing the organisation.


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2. Identify strategic HR issues

What to Do?

ssess the HR implications o" the "indings o" thestrategic analysis.

,denti"y the strategic HR issues.

Ho,?

Review the "indings o" the strategic analysis and listout potential HR implications.

Review the checlist to determine i" there are anyadditional HR issues tied to the strategic objectives*direction and challenges.

the outcome of this ste" is

an analysis of the strategic HR issues facing the organisation


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#dentif)ing the HR issues

Do people have the competencies to meet the strategic objectives?What new competencies are required?

How are superior performers differentiated from average performers?What systems are in place to track their performance?

How can below standard performers be guided/developed to upgradetheir performance?

Are people being developed to meet the challenges of the future? Whatimprovements need to be made?

Are people motivated to meet the current and future challenges? Whatis impacting their motivation?

Are the right people being attracted and retained to meet the futurechallenges? f not! what can be done to attract people of the rightcalibre?

s the current culture aligned with the vision! mission! and values of theorgani"ation? Where is the misalignment?

s the manpower level sufficient to meet the future businessrequirements?


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What to Do? 2 Ho,?

#dentif) the ongoing HR issues Manpower planning* recruiting* per"ormance management* training

development* sta"" relations* etc.

Conduct intervie,s ,nclude current HR issues Conduct emplo)ee focus groups ,denti"y* probe and prioritise HR issues with di""erent groups o" sta""

and to ensure all participants will "eel com"ortable contributing.

Conduct staff opinion surve)s demonstrates the commitment to soliciting everyone's input on the

HRM Plan*


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3( Prioriti/e and determine actions

What to Do? ,nvolve the organi#ation's top management team in

con"irming and prioriti#ing the issues compiled to date.

Ho,? /ollate the research "indings up to this point. /ompile a preliminary list o" the HR issues identi"ied and

group according to logical categories* e.g. training*recruitment. etc.

/onduct a top management strategic HRM worshop.

)ll the HR issues should *e "rioritized and +ey actions re,uiredin res"ect of each issue identified

!ith in"ut from the organisation-s to" management.


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4( Dra, up the HRM Plan

What to Do? 0evelop the HRM Plan consisting o" several ey programmes.

Strategic importance of the programme Descri*e the *ac0ground of the programme Programme o*+ectives

0evelop the speci"ic set o" actions within the programme.

Ho,? Mae additional recommendations 1roup the recommendations 0raw up various HRM programmes

Prepare a summary list o" HRM programmes /irculate the HRM Plan "or comments. ,ncorporate comments and "inalise the HRM Plan.

Human Resource Management HRM Plan

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