Strategic Workforce Planning_25 July 2013

Strategic Workforce Planning_25 July 2013

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  STRATEGIC HUMAN RESOURCES/ WORKFORCEPLANNING CHARLES COTTER 25 JULY 2013 PALAZZO, MONTECASINO
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  Introduction Key presentation topics Summary Questions PRESENTATIONOVERVIEW
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  Strategic Human ResourcesManagement (SHRM) Strategic Workforce Planning DEFINING THE FUNDAMENTAL CONCEPTS
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  Strategic human resourcemanagement (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
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  Both internal andexternal 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
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  HR/workforce planning isdefined 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
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  HR PLANNING
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  STRATEGIC HR PLANNING
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  Strategic HR planningpredicts 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
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  Ensure adequate humanresources 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
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  TOP BENEFITS OFSTRATEGIC HR PLANNING
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  Strategic Analysis Forecasting HRDemand Analyzing Supply Reconciling HR Action Planning Monitoring and Evaluating the HR Action Plan STRATEGIC HR PLANNING PROCESS
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  STRATEGIC HR PLANNINGPROCESS ILLUSTRATED
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  Review current HRand organizational strategies Conduct an environmental scan Micro - sub environment Market - sub environment Macro – sub environment Preferred tools – SWOT and PESTEL analyses STRATEGIC ANALYSIS
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  Forecasting should considerthe 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
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  Assess the currentHR 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
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  RECONCILING
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  Through a gapanalysis, 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
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  HR ACTION PLANNING
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  Restructuring strategies Training anddevelopment strategies Recruitment strategies Outsourcing strategies Collaboration strategies HR ACTION PLANNING
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  MONITORING AND EVALUATINGTHE HR ACTION PLAN
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  Key points Questions Conclusion Contact details: Charles Cotter  084 562 9446  [email protected]  Linked In  Twitter: @Charles_Cotter SUMMARY