Hi there!
Could anyone shed some light on business plans as a part of the HR function? I would like a clearer picture of what the role and goal expectations of the firm would be. Please do reply.
Thank you all in anticipation.
Regards,
Shyamali
From India, Nasik
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16Could anyone shed some light on business plans as a part of the HR function? I would like a clearer picture of what the role and goal expectations of the firm would be. Please do reply.
Thank you all in anticipation.
Regards,
Shyamali
From India, Nasik
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As I understand from your question is what role a HR can play as part of organization or firm.
This depends upon organization work force structure and business model as in today's knowledge intensive firm HR plays multi dimensional roles as referred strategic synonymously.
At one dimension it's pure work force or people management functions, on same level another dimension is co-ordination and maintenance of their roles and responsibility as part of internal strategic functions. And another dimension on vertical level is external strategic functions where HR extends their and work force roles and responsibility to organization objective, business, work, key practice, competencies if P-CMM applicable.
This is where HR plays an important role to give direction to it's work force towards business's objective and vice versa. It's should be as hard statement as HR strategic responsibility to manage individual competency and objective to organization competency and work. E.g. simply said Hiring a pilot to rail the train lose-lose situation.
To cultivate and achieve higher objective an bench marking of process and practice needs to be done. Then area's of improvement are sought and action focus there. It's old P-D-C-A cycle exercise may work in short
term.
As you work out and find work force and work in symphony you may be able to give further direction to business and plan efficiently & easily.
umalme
From India, Delhi
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This depends upon organization work force structure and business model as in today's knowledge intensive firm HR plays multi dimensional roles as referred strategic synonymously.
At one dimension it's pure work force or people management functions, on same level another dimension is co-ordination and maintenance of their roles and responsibility as part of internal strategic functions. And another dimension on vertical level is external strategic functions where HR extends their and work force roles and responsibility to organization objective, business, work, key practice, competencies if P-CMM applicable.
This is where HR plays an important role to give direction to it's work force towards business's objective and vice versa. It's should be as hard statement as HR strategic responsibility to manage individual competency and objective to organization competency and work. E.g. simply said Hiring a pilot to rail the train lose-lose situation.
To cultivate and achieve higher objective an bench marking of process and practice needs to be done. Then area's of improvement are sought and action focus there. It's old P-D-C-A cycle exercise may work in short
term.
As you work out and find work force and work in symphony you may be able to give further direction to business and plan efficiently & easily.
umalme
From India, Delhi
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Hi Umalme,
Thank you for responding. These are the ongoing activities that are already being taken care of. However, I am looking forward to something which is not already being done or taken care of.
Thank you once again.
Regards, Shyamali
From India, Nasik
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Thank you for responding. These are the ongoing activities that are already being taken care of. However, I am looking forward to something which is not already being done or taken care of.
Thank you once again.
Regards, Shyamali
From India, Nasik
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Hope my understanding of your question is clear.
THIS IS A BROAD GUIDELINE.
THE ACTUAL APPROACH WILL VARY WITH:
- SIZE OF THE COMPANY
- NATURE OF THE ORGANIZATION
- SITUATIONAL FACTORS
ETC ETC
In most companies, HRM is part of senior management. HRM makes a contribution to the development of:
- corporate mission statement
- corporate objectives
- corporate strategy.
Normally, the senior management team or TOP management would consist of:
- CEO or managing director
- corporate planning manager
- finance manager
- marketing manager
- manufacturing manager
- sales manager
- supply chain manager
- HR manager
etc.
---------------------------------------------------------------
STEP 1[a]
TOP management would:
- evaluate the current (last 12 months) performance against the objectives/target set previously, which includes return on investment, profitability, etc. Also, the performance of various departments like marketing, sales, HR, manufacturing, etc.
STEP 1[b]
TOP management will also evaluate the current mission, objectives, strategies, and policies.
-----------------------------------------------
STEP 2[a]
CEO or MD will take the summary of the evaluation of the current performance to the board for review.
STEP 2[b]
Based on the review plus the external environmental factors, the board will make decisions on:
- new mission statement
- new corporate objectives
- new corporate governance
-------------------------------------------------------------
STEP 3[a]
TOP management will scan and assess the company's external environment -- political/economic/social/technology, to determine the strategic factors that pose as OPPORTUNITIES/THREATS.
STEP 3[b]
TOP management will scan and assess the company's internal environment -- structure/culture/resources, etc., to determine the strategic factors that pose as OPPORTUNITIES/THREATS.
STEP 3[c]
TOP MANAGEMENT will analyze the strengths/weaknesses of the organization and pinpoint the problem areas that need attention and the strengths that could be exploited.
----------------------------------------------------------------------------------
STEP 4
Based on the above analyses, TOP management will generate, evaluate, and select the best strategic factors.
-------------------------------------------------------------------------------
STEP 5
TOP management will review and revise (if necessary) the mission statement and corporate objectives.
-------------------------------------------------------------------------------
STEP 6
TOP management will generate and evaluate strategy alternatives and objectives.
-----------------------------------------------------------------------------
STEP 7
This final corporate mission statement, objectives, and strategies becomes the foundation information for the various departments to work out their departmental objectives/strategies/plans.
-----------------------------------------------------------------------------------
STEP 8
After working out their respective objectives/strategies/plans and the budgets, the departmental managers send their respective information to the TOP management for approval.
-----------------------------------------------------------------------------
STEP 9
On receiving the approved package from the TOP management, the departmental managers develop the implementation plan.
-------------------------------------------------------------------------------
STEP 10.
NOW you have mission/objectives/strategies/plans/budget/schedules.
================================================== ====
In the case of HR, which is a department by itself, this final corporate mission statement, objectives, and strategies become the foundation information for the HR department to work out your departmental objectives/strategies/plans.
THE HR DEPARTMENT PLANS COULD HAVE 3 PARTS:
PART 1 - plan of action to meet corporate objectives/strategies.
EXAMPLE:
- online recruitment
- focus on competence development
- market-oriented compensation packages
- organization development programs
etc.
PART 2 - plan of action to meet various departmental objectives/strategies.
EXAMPLE:
Discuss with the various other departments like sales/production/distribution/accounting/IT, etc., about their requirements for manpower, recruitments, replacements, training, etc.
Once you get their departmental requirements, HRM develops:
- recruitment/selection plans/programs/procedures/priorities
- training plans/programs/procedures/priorities
- rewards plans/programs/procedures/priorities
- development plans/programs/procedures/priorities
- payroll plans/programs/procedures/priorities
- performance management plans/programs/procedures/priorities
- staff/organization communication plans/programs/procedures/priorities
etc.
PART 3 - plan of action to meet HR DEPARTMENT'S OWN INITIATIVES.
EXAMPLE:
- KNOWLEDGE MANAGEMENT
- ORGANIZATIONAL CULTURE CHANGE MANAGEMENT
- HR POLICIES
- HR PROCEDURES
- HR PRACTICES
etc.
================================================
HR PLANNING
1. DIFFICULTIES IN HR PLANNING:
- As the economy grows/declines, the demand for HR resources changes not only in quantity but also in quality/types.
- Social pressure to provide the right environment for employees.
- Political pressure to employ the local population, irrespective of skills/knowledge.
- Legal challenges to recruitment/compensation on discrimination.
- Technology changes mean getting the right type of people or providing the right type of training.
- Competitive pressure to get the right talent at the right compensation.
- Strategic planning seeks strategic HR planning.
- Budget constraints put pressure on HR to get the best resources for the least.
- Sales/production increases in business put pressure on HR to recruit more.
- Sales/production decreases in business put pressure on HR to rationalize recruitment.
- New ventures mean demand for new types of skills/knowledge.
- Acquisitions/mergers mean the rationalization of HR.
- Organization development means HR implementing a new structure, new culture, new systems, etc.
- Job redesign means HR implementing new methods, new processes, new systems, etc.
- Globalization means managing HR diversity, new culture change, new training, etc.
- HR challenges/difficulties include managing retirement, managing voluntary retirement schemes, managing terminations, managing leave of absence, managing part-time workers/casuals, managing layoffs.
- Balancing the INTERNAL SUPPLY ESTIMATES AND EXTERNAL SUPPLY ESTIMATES.
* INTERNAL SUPPLY ESTIMATES:
- staff skills inventories
- management inventories
- replacements requirements
- transition requirements
* EXTERNAL SUPPLY ESTIMATES:
- labor market supply
- community attitude
- demographic trends
* MANAGING WORK OPTIONS:
- shorter weeks
- flexitime
- telecommuting
- virtual organizations.
2. CONCEPTS OF HR PLANNING:
These include:
- Recruitment
- Selection
- Induction
- Orientation
- Training
- Development
- Compensation development
- Salary administration
- Payroll Administration
- Performance Appraisal
- Performance Management
- Industrial Relations
- Counseling
- Promotions
- Terminations
- Transfers
- Staff amenities.
etc.
============================================
IN CORPORATE PLANNING, WE DO NOT USE THE TERM BUSINESS PLAN — WHICH COULD BE MISINTERPRETED.
WHAT WE HAVE IS A HUMAN RESOURCE DEPARTMENT PLAN WHICH IS AN ACTION PLAN TO MEET COMPANY HR NEEDS AND HR DEVELOPMENT.
SO, AT THE END, WHAT WE HAVE IS:
- CORPORATE PLAN
- DEPARTMENTAL PLANS
- HR PLAN.
REGARDS
LEO LINGHAM
From India, Mumbai
Acknowledge(0)Amend(0)
THIS IS A BROAD GUIDELINE.
THE ACTUAL APPROACH WILL VARY WITH:
- SIZE OF THE COMPANY
- NATURE OF THE ORGANIZATION
- SITUATIONAL FACTORS
ETC ETC
In most companies, HRM is part of senior management. HRM makes a contribution to the development of:
- corporate mission statement
- corporate objectives
- corporate strategy.
Normally, the senior management team or TOP management would consist of:
- CEO or managing director
- corporate planning manager
- finance manager
- marketing manager
- manufacturing manager
- sales manager
- supply chain manager
- HR manager
etc.
---------------------------------------------------------------
STEP 1[a]
TOP management would:
- evaluate the current (last 12 months) performance against the objectives/target set previously, which includes return on investment, profitability, etc. Also, the performance of various departments like marketing, sales, HR, manufacturing, etc.
STEP 1[b]
TOP management will also evaluate the current mission, objectives, strategies, and policies.
-----------------------------------------------
STEP 2[a]
CEO or MD will take the summary of the evaluation of the current performance to the board for review.
STEP 2[b]
Based on the review plus the external environmental factors, the board will make decisions on:
- new mission statement
- new corporate objectives
- new corporate governance
-------------------------------------------------------------
STEP 3[a]
TOP management will scan and assess the company's external environment -- political/economic/social/technology, to determine the strategic factors that pose as OPPORTUNITIES/THREATS.
STEP 3[b]
TOP management will scan and assess the company's internal environment -- structure/culture/resources, etc., to determine the strategic factors that pose as OPPORTUNITIES/THREATS.
STEP 3[c]
TOP MANAGEMENT will analyze the strengths/weaknesses of the organization and pinpoint the problem areas that need attention and the strengths that could be exploited.
----------------------------------------------------------------------------------
STEP 4
Based on the above analyses, TOP management will generate, evaluate, and select the best strategic factors.
-------------------------------------------------------------------------------
STEP 5
TOP management will review and revise (if necessary) the mission statement and corporate objectives.
-------------------------------------------------------------------------------
STEP 6
TOP management will generate and evaluate strategy alternatives and objectives.
-----------------------------------------------------------------------------
STEP 7
This final corporate mission statement, objectives, and strategies becomes the foundation information for the various departments to work out their departmental objectives/strategies/plans.
-----------------------------------------------------------------------------------
STEP 8
After working out their respective objectives/strategies/plans and the budgets, the departmental managers send their respective information to the TOP management for approval.
-----------------------------------------------------------------------------
STEP 9
On receiving the approved package from the TOP management, the departmental managers develop the implementation plan.
-------------------------------------------------------------------------------
STEP 10.
NOW you have mission/objectives/strategies/plans/budget/schedules.
================================================== ====
In the case of HR, which is a department by itself, this final corporate mission statement, objectives, and strategies become the foundation information for the HR department to work out your departmental objectives/strategies/plans.
THE HR DEPARTMENT PLANS COULD HAVE 3 PARTS:
PART 1 - plan of action to meet corporate objectives/strategies.
EXAMPLE:
- online recruitment
- focus on competence development
- market-oriented compensation packages
- organization development programs
etc.
PART 2 - plan of action to meet various departmental objectives/strategies.
EXAMPLE:
Discuss with the various other departments like sales/production/distribution/accounting/IT, etc., about their requirements for manpower, recruitments, replacements, training, etc.
Once you get their departmental requirements, HRM develops:
- recruitment/selection plans/programs/procedures/priorities
- training plans/programs/procedures/priorities
- rewards plans/programs/procedures/priorities
- development plans/programs/procedures/priorities
- payroll plans/programs/procedures/priorities
- performance management plans/programs/procedures/priorities
- staff/organization communication plans/programs/procedures/priorities
etc.
PART 3 - plan of action to meet HR DEPARTMENT'S OWN INITIATIVES.
EXAMPLE:
- KNOWLEDGE MANAGEMENT
- ORGANIZATIONAL CULTURE CHANGE MANAGEMENT
- HR POLICIES
- HR PROCEDURES
- HR PRACTICES
etc.
================================================
HR PLANNING
1. DIFFICULTIES IN HR PLANNING:
- As the economy grows/declines, the demand for HR resources changes not only in quantity but also in quality/types.
- Social pressure to provide the right environment for employees.
- Political pressure to employ the local population, irrespective of skills/knowledge.
- Legal challenges to recruitment/compensation on discrimination.
- Technology changes mean getting the right type of people or providing the right type of training.
- Competitive pressure to get the right talent at the right compensation.
- Strategic planning seeks strategic HR planning.
- Budget constraints put pressure on HR to get the best resources for the least.
- Sales/production increases in business put pressure on HR to recruit more.
- Sales/production decreases in business put pressure on HR to rationalize recruitment.
- New ventures mean demand for new types of skills/knowledge.
- Acquisitions/mergers mean the rationalization of HR.
- Organization development means HR implementing a new structure, new culture, new systems, etc.
- Job redesign means HR implementing new methods, new processes, new systems, etc.
- Globalization means managing HR diversity, new culture change, new training, etc.
- HR challenges/difficulties include managing retirement, managing voluntary retirement schemes, managing terminations, managing leave of absence, managing part-time workers/casuals, managing layoffs.
- Balancing the INTERNAL SUPPLY ESTIMATES AND EXTERNAL SUPPLY ESTIMATES.
* INTERNAL SUPPLY ESTIMATES:
- staff skills inventories
- management inventories
- replacements requirements
- transition requirements
* EXTERNAL SUPPLY ESTIMATES:
- labor market supply
- community attitude
- demographic trends
* MANAGING WORK OPTIONS:
- shorter weeks
- flexitime
- telecommuting
- virtual organizations.
2. CONCEPTS OF HR PLANNING:
These include:
- Recruitment
- Selection
- Induction
- Orientation
- Training
- Development
- Compensation development
- Salary administration
- Payroll Administration
- Performance Appraisal
- Performance Management
- Industrial Relations
- Counseling
- Promotions
- Terminations
- Transfers
- Staff amenities.
etc.
============================================
IN CORPORATE PLANNING, WE DO NOT USE THE TERM BUSINESS PLAN — WHICH COULD BE MISINTERPRETED.
WHAT WE HAVE IS A HUMAN RESOURCE DEPARTMENT PLAN WHICH IS AN ACTION PLAN TO MEET COMPANY HR NEEDS AND HR DEVELOPMENT.
SO, AT THE END, WHAT WE HAVE IS:
- CORPORATE PLAN
- DEPARTMENTAL PLANS
- HR PLAN.
REGARDS
LEO LINGHAM
From India, Mumbai
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How career plans drive business.doc
Aligning HR Policies to Business Objectives.ppt
Roadmap to Strategic HR Turning a Great Idea into a Business Reality.pdf