What are the trending human resources philosophies values and policies

BSBHRM602

Manage human resources strategic planning

Learner Guide

BSBHRM602 Manage human resources strategic planning – Learner Guide LASTUPDATED: May 2016, Version No. 1

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BSBHRM602 Manage human resources strategic planning

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Table of Contents

Table of Contents .............................................................................................................................. 2

Performance Criteria ............................................................................................................................ 5

Foundation Skills .................................................................................................................................. 6

This section describes language, literacy, numeracy and employment skills incorporated in the

performance criteria that are required for competent performance. ................................................ 6

Performance Evidence ...................................................................................................................... 8

Knowledge Evidence .......................................................................................................................... 8

Housekeeping Items............................................................................................................................. 9

Objectives .............................................................................................................................................. 10

1. Research planning requirements ................................................................................................. 11

1.1 – Analyse strategic plans to determine human resource strategic direction, objectives and targets

............................................................................................................................................................... 12

Human resources strategic planning ................................................................................................. 12

Learning Task One .............................................................................................................................. 14

Activity 1A .......................................................................................................................................... 15

1.2 – Undertake additional environmental analysis to identify emerging practices and trends that may

impact on human resources management in the organisation............................................................. 16

Environmental analysis ...................................................................................................................... 16

PESTLE ................................................................................................................................................ 16

Conducting a PESTLE analysis ............................................................................................................ 19

Emerging practices and trends .......................................................................................................... 20

Learning Task Two .............................................................................................................................. 21

Activity 1B .......................................................................................................................................... 22

1.3 – Identify future labour needs, skill requirements and options for sourcing labour supply ............ 23

Future labour needs and skill requirements ...................................................................................... 23

Employing a range of recruitment options ........................................................................................ 25

Learning Task Three ........................................................................................................................... 26

Activity 1C .......................................................................................................................................... 27

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1.4 – Consider new technology and its impact on job roles and job design ......................................... 28

Technology ......................................................................................................................................... 28

Learning Task Four ............................................................................................................................. 29

Activity 1D .......................................................................................................................................... 30

1.5 – Review recent and potential changes to industrial and legal requirements ................................ 31

Industrial and legal requirements ...................................................................................................... 31

Learning Task Five .............................................................................................................................. 33

Activity 1E........................................................................................................................................... 34

2. Develop human resources strategic plan ...................................................................................... 35

2.1 – Consult relevant managers about their human resources preferences ....................................... 36

Consulting with managers ................................................................................................................. 36

Learning Task Six ................................................................................................................................ 38

Activity 2A .......................................................................................................................................... 39

2.2 – Agree on human resources philosophies, values and policies with relevant managers .............. 40

Agreeing HR philosophies, values and policies .................................................................................. 40

Learning Task Seven ........................................................................................................................... 41

Activity 2B .......................................................................................................................................... 42

2.3 – Develop strategic objectives and targets for human resources services ...................................... 43

Developing objective and targets ...................................................................................................... 43

Learning Task Eight ............................................................................................................................ 48

Activity 2C .......................................................................................................................................... 49

2.4 – Examine options for the provision of human resources services and analyse costs and benefits 50

Options for the provision of HR services ........................................................................................... 50

Cost/benefit analysis .......................................................................................................................... 53

Learning Task Nine ............................................................................................................................. 56

Activity 2D .......................................................................................................................................... 57

2.5 – Identify appropriate technology and systems to support agreed human resources programs and

practices ................................................................................................................................................. 58

Learning Task Ten .............................................................................................................................. 59

Activity 2E........................................................................................................................................... 60

2.6 – Write strategic human resources plan and obtain senior management support for the plan ..... 61

Human resource plan ......................................................................................................................... 61

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Learning Task Eleven .......................................................................................................................... 64

Activity 2F ........................................................................................................................................... 65

2.7 – Develop risk management plans to support the strategic human resources plan ....................... 66

Risk management ............................................................................................................................... 66

Risk management plans ..................................................................................................................... 66

Learning Task Twelve ......................................................................................................................... 70

Activity 2G .......................................................................................................................................... 71

3. Implement human resources strategic plan .................................................................................. 72

3.1 – Work with others to see that the plan is implemented ................................................................ 73

Working with others .......................................................................................................................... 73

Learning Task Thirteen ....................................................................................................................... 75

Activity 3A .......................................................................................................................................... 76

3.2 – Monitor and review the plan ........................................................................................................ 77

Monitoring and reviewing .................................................................................................................. 77

Learning Task Fourteen ...................................................................................................................... 79

Activity 3B .......................................................................................................................................... 80

3.3 – Adapt plan should circumstances change ..................................................................................... 81

Adapting to change in circumstances ................................................................................................ 81

Learning Task Fifteen ......................................................................................................................... 82

Activity 3C .......................................................................................................................................... 83

3.4 – Evaluate and review performance against plan objectives .......................................................... 84

Evaluate and review performance ..................................................................................................... 84

Learning Task Sixteen ......................................................................................................................... 86

Activity 3D .......................................................................................................................................... 87

Skills and Knowledge Activity ............................................................................................................. 88

Major Activity – An opportunity to revise the unit ................................................................................ 89

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Unit Description

This unit describes the skills and knowledge required to develop, implement and maintain a strategic approach to managing human resources in an organisation ensuring that the organisation has the structure and staff to meet current and foreseeable business and performance objectives

It applies to individuals employed as human resource managers after a firm grounding has been established in a range of human resource activities.

No licensing, legislative or certification requirements apply to this unit at the time of publication.Unit Sector

Performance Criteria

Element Performance Criteria

1. Research planning

requirements

1.1 Analyse strategic plans to determine human resource

strategic direction, objectives and targets

1.2 Undertake additional environmental analysis to

identify emerging practices and trends that may impact

on human resources management in the organisation

1.3 Identify future labour needs, skill requirements and

options for sourcing labour supply

1.4 Consider new technology and its impact on job roles

and job design

1.5 Review recent and potential changes to industrial and

legal requirements

2. Develop human

resources strategic

plan

2.1 Consult relevant managers about their human

resources preferences

2.2 Agree on human resources philosophies, values and

policies with relevant managers

2.3 Develop strategic objectives and targets for human

resources services

2.4 Examine options for the provision of human resources

services and analyse costs and benefits

2.5 Identify appropriate technology and systems to

support agreed human resources programs and

practices

2.6 Write strategic human resources plan and obtain senior

management support for the plan

2.7 Develop risk management plans to support the

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Element Performance Criteria

strategic human resources plan

3. Implement human

resources strategic

plan

3.1 Work with others to see that the plan is implemented

3.2 Monitor and review the plan

3.3 Adapt plan should circumstances change

3.4 Evaluate and review performance against plan

objectives

Foundation Skills

This section describes language, literacy, numeracy and employment skills incorporated

in the performance criteria that are required for competent performance.

skill Performance Criteria Description

Reading 1.1, 1.2, 1.3, 1.5,

2.1-2.7, 3.2, 3.3, 3.4

Organises, evaluates and applies content from a

range of structurally complex texts relating to

human resource strategic planning

Writing 1.1, 1.2, 1.3, 2.1 - 2.7, 3.3,

3.4

Communicates complex ideas relating to strategic

objectives, matching style of writing to purpose and

audience

Oral

Communication

2.1, 2.2, 2.6, 3.1 Establishes and maintains complex and effective

spoken communications in a broad range of

contexts with relevant managers to determine

resources preferences, philosophies and values.

Numeracy 1.1, 2.4, 2.6, 2.7 Selects and interprets mathematical information

that may be embedded in a range of tasks and texts

to analyse costs and benefits as well as dealing with

budgets and risk management plans

Navigate the world

of work

1.2, 1.5

 Ensures knowledge of legislative

requirements and products is kept up to

date in order to provide accurate

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information

 Develops and implements strategies that

ensure organisational policies, procedures

and regulatory requirements are being met

Interact with

others

2.1, 2.2, 2.6, 3.1  Selects and uses appropriate conventions

and protocols when communicating with

managers at various levels

 Participates in conversations relevant to

role responding, explaining, negotiating and

persuading as required

Get the work done 1.1-1.4, 2.3-2.7, 3.2-3.4  Sequences and schedules complex

activities, monitors implementation and

manages relevant communication when

developing the strategic plan

 Makes a range of critical and non-critical

decisions in relatively complex situations,

analysing data and taking a range of factors

into account when researching planning

requirements and developing the plan

 Gathers and analyses data and seeks

feedback to improve plans and processes

 Uses digital technologies to manage

business operations and actively

investigates new technologies for strategic

and operational purposes

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Performance Evidence

Evidence of the ability to:

 analyse information from a range of internal and external sources to determine:

 human resource strategic direction, objectives and targets

 trends and emerging practices that may have an impact on human resource management

 relevant technology

 recent and potential changes to industrial and legal requirements

 future labour needs and skills requirements

 options for sourcing labour

 organisation’s preferences regarding human resources

 consult and communicate effectively with relevant stakeholders to develop, implement, monitor and

review a strategic human resource plan including:

 budget

 priorities

 agreed objectives, targets, programs and practices based on cost-benefit analysis

 timeframes

 risk management

 evaluation against objectives.

Note: If a specific volume or frequency is not stated, then evidence must be provided at least once.

Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:

 describe human resource practices and functions

 explain the relevant legislative, regulatory and industrial requirements for the business

 outline common options for sourcing labour including:

 recruitment options

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 casual labour

 new graduates or trainees

 off shore workers

 outsourcing

 contractors

 consultants

 explain the impact of technology on job roles

 outline labour market options for sourcing labour supply

 describe the requirements of a strategic plan

Housekeeping Items

Your trainer will inform you of the following:

 Where the toilets and fire exits are located, what the emergency procedures are and

where the breakout and refreshment areas are.

 Any rules, for example asking that all mobile phones are set to silent and of any

security issues they need to be aware of.

 What times the breaks will be held and what the smoking policy is.

 That this is an interactive course and you should ask questions.

 That to get the most out of this workshop, we must all work together, listen to each

other, explore new ideas, and make mistakes. After all, that’s how we learn.

 Ground rules for participation:

o Smile

o Support and encourage other participants

o When someone is contributing everyone else is quiet

o Be patient with others who may not be grasping the ideas

o Be on time

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o Focus discussion on the topic

o Speak to the trainer if you have any concerns

Objectives

 Discover how to research planning requirements

 Know how to develop human resources strategic plan

 Learn how to implement human resources strategic plan

 Gain essential skills and knowledge required for this unit.

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1. Research planning requirements

1.1. Analyse strategic plans to determine human resource strategic direction, objectives and targets

1.2. Undertake additional environmental analysis to identify emerging practices and trends that may impact on human resources management in the organisation

1.3. Identify future labour needs, skill requirements and options for sourcing labour supply

1.4. Consider new technology and its impact on job roles and job design

1.5. Review recent and potential changes to industrial and legal requirements

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1.1 – Analyse strategic plans to determine human resource strategic direction, objectives and targets

Human resources strategic planning

Human resources (HR) strategic planning is an important business component. It links the ‘people’

aspect of the organisation directly to its overall strategic plan and vision. It enables the organisation’s

people to be ready to meet the demands of the future, ensuring that there is the right number of

people with the right skills, in the right place at the right time. Equipping the organisation with the right

workforce does not happen by accident. It takes planning and research to determine the organisation’s

‘people needs’.

A strategic HR plan enables good decision-making about the people aspect of the organisation. From a

budgetary point of view, it is essential to predict the costs of things like recruitment and training in the

organisation’s overall budget.

Finally, strategic HR planning is forward-looking and takes account of emerging trends and

developments in HR in general and also any changes in legislation affecting employment and training.

Strategic HR management can be defined as:

“Integrating human resources management strategies and systems to achieve the overall mission,

strategies and success of the firm while meeting the needs of employees and other stakeholders.”

Source: Human Resource Management: A Strategic Approach

The basic questions to be answered in strategic HR planning are:

 Where are we now in terms of our HR capacity?

 As an organisation, where are we going?

 What HR strategies do we need to get there?

The strategic HR planning process can be summarised as:

 Assessing current HR capacity

 Forecasting HR requirements aligned to the

organisation’s future direction

 Gap analysis

 Developing HR strategies to support overall organisational strategy.

The first step involving an assessment of current HR capacity will depend on current systems and

processes. If systems are in place for tracking things like people’s development, this is a relatively simple

step to take. However, if no systems exist, then it would be essential to conduct a thorough analysis of

the current employees in terms of their job roles, competence and development needs.

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Assuming that the current HR capacity is known, the next step is to analyse the organisation’s strategic

plans. In some organisations, HR expertise is sought in the overall strategic planning process. However

in others, the overall strategy is determined without this input.

To analyse the organisation’s strategic plans, it may be useful to review written plans which detail the

organisation’s vision, mission, strategic and operational objectives for the next period. This will depend

on how far into the future the organisation plans. One year is typical, but increasingly organisations are

planning for the next five to ten years, or longer. It may also be beneficial to consult with senior leaders

in the organisation to ensure a full understanding of the strategic plans, priorities and context.

With a good understanding of what the organisation is aiming to achieve in the future, it is then possible

to determine the strategic direction in terms of the ‘people’ aspects of the business and to set

objectives and targets for the HR function.

These objectives and targets may relate to some or all of the following:

 Recruitment

 Retention

 Training

 Succession planning

 Career development

 Pay and reward

 Performance management

 Motivation and employee engagement.

Objectives should be SMART:

 Specific

 Measurable

 Achievable

 Realistic (or Relevant)

 Time-bound.

SMART objectives are important as they state exactly what the HR function is aiming to achieve so that

it makes a full contribution to achieving the overall organisation vision. They enable priorities to be

determined, realistic budgets to be set, and good decisions to be made.

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Learning Task One

What information do you review when analysing your organisation’s strategic plans? How do you

ensure you have a thorough understanding of the organisation’s future direction?

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Activity 1A

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1.2 – Undertake additional environmental analysis to identify emerging practices and trends that may impact on human resources management in the organisation

Environmental analysis

Strategic HR planning should not take place in isolation from what’s happening outside the organisation.

To do so would be to miss opportunities and would fail to take account of and learn from a wide range

of external factors. An ‘environmental analysis’ may have taken place as part of the organisation’s

overall strategic planning. Indeed it would be very unwise for an organisation to plan for its future

whilst ignoring what’s going on around it. However, it is useful for the HR function to undertake its own

environmental analysis in addition to any research conducted at an overall organisational level. This

would ensure that all relevant factors are taken into account and the HR function can focus this further

analysis on HR-specific matters.

PESTLE

A tool that is commonly used to undertake an environmental analysis is PESTLE.

PESTLE is an acronym for the following external factors which can affect an organisation:

 Political

 Economic

 Sociological

 Technological

 Legal

 Environmental.

Political

What is happening politically in the environment in which you operate?

 Tax policy

 Employment laws

 Environmental regulations

 Trade restrictions and reform

 Tariffs

 Political stability.

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Economic

What is happening within the economy?

 Economic growth and decline

 Interest rates

 Wage rates

 Minimum wage

 Working hours

 Unemployment (local and national)

 Cost of living.

Sociological

What is occurring socially in the markets in which you operate or expect to operate?

 Cultural norms and expectations

 Health consciousness

 Population growth rate

 Age distribution

 Career attitudes

 Emphasis on safety

 Global warming.

Technological

What is happening technology-wise which can impact on what you do? New technologies are

continually being developed and the rate of change itself is increasing.

 Mobile phone technology

 Web 2.0

 Social networking websites.

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Legal

What is happening with changes to legislation which may impact:

 Employment

 Access to material

 Quotas

 Resources

 Imports and exports

 Taxation?

Environmental

What is happening with respect to ecological and environmental issues?

Conducting a PESTLE analysis

Follow the steps below to conduct a PESTLE analysis:

 Decide how the information is to be collected and by whom (a team approach is much

more powerful than one person’s view)

 Identify appropriate sources of information

 Gather the information, it is useful to use a template as the basis for exploring the

factors and recording the information

 Analyse the findings and identify the most important issues

 Identify strategic options

 Incorporate the findings in strategic planning processes

 Decide which trends should be monitored on an ongoing basis and what actions need

to be taken.

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Emerging practices and trends

Conducting a PESTLE analysis may uncover information relating to one or more of the following emerging practices and trends, any of which will have an impact on the HR strategic plan:

 Ageing workforce

 Changes in consumer patterns or community expectations

 Economic trends

 Labour market trends

 Multi-generational teams

 New products or services

 New technologies

 Political or legislative changes

 Qualification or educational changes

 Working internationally.

It is important to consider what is happening in the broader HR sphere so that good practice can be

emulated and to ensure that the organisation is modern and up-to-date in its HR philosophies and

practices. For example, people are living and working longer than in the past. This has implications for

organisations in terms of attracting and retaining older workers. This may involve flexible working

hours.

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Learning Task Two

From your own environmental analysis, identify and briefly describe two emerging practices and trends

which are relevant to your organisation.

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Activity 1B

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1.3 – Identify future labour needs, skill requirements and options for sourcing labour supply

Future labour needs and skill requirements

As part of the HR strategic planning process, it is essential to identify the future labour needs and skill

requirements so that the necessary action can be carried out to ensure that there are sufficient people

with the right skills in the workforce. For example, if a company was planning to develop a new product

which makes use of technological advances; this may involve investment in new premises, new

equipment, and new manufacturing processes. However, there would also be an impact on the

workforce, to ensure that there were enough people with the right skills and knowledge to make the

new product.

Having identified the current HR capacity earlier in the strategic planning process, it should now be

possible to identify the gap between the current and future HR requirements. In other words, it should

be possible to predict how many people are required, with what skills and expertise and other

attributes and how they may be working (full-time or part-time).

Future labour needs can be summarised as follows:

 Competency

 Number

 Quality

 Type.

Identifying future labour needs is an essential part of the planning process and can ensure that the

organisation’s goals can be achieved. If a food manufacturer built a new factory with new equipment

and manufacturing processes but assumed that all existing employees would simply move to the new

site with only a minimal degree of training, it is likely to result in a number of undesirable

consequences.

For example:

 Insufficient staff if only some of the existing workforce move to the new site

 Production errors and delays if staff have not been adequately trained in the new

processes

 Frustration amongst staff and managers, impacting on motivation and levels of

engagement

 Shortfalls in achieving production targets

 Failure to achieve the organisational goal.

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Employing a range of recruitment options

A range of recruitment options may be used to attract new workers. This may include traditional routes such as press advertising and online recruitment websites alongside other options which make use of mobile technology and social media.

Hiring casual labour

It may not be possible to accurately predict the number of workers required for a period of time and so hiring casual labour may be a cost-effective and low-risk option. This has the advantage that the organisation only employs the casual workers when they are needed. It means that the organisation can be ‘light on its feet’ in that it is unencumbered by the costs associated with employing people on a permanent basis and it can flex the size and nature of the workforce to meet demand. However, there are disadvantages too, including the fact that the casual workforce may lack the detailed knowledge, level of skill and commitment of permanent workers. Casual labour undoubtedly offers a flexible way of increasing the workforce to meet peaks in demand.

Hiring new graduates or trainees

Many organisations have an HR strategy which involves the recruitment of new graduates or trainees. Although this group will typically lack industry-specific knowledge and skills, they tend to have energy and enthusiasm which some of the existing workforce may lack. They also bring a fresh perspective and can be at the heart of innovation in the organisation. There is also a key advantage that new graduates and trainees can be trained to work in the way that the organisation wants them to without bringing ways of working from previous jobs.

Employing off-shore workers

Off-shore workers work in another country, typically at a cheaper cost than local workers. It is often used to complete tasks that the company may not be equipped to handle in-house. Call centres are a popular service that is often provided by workers in other countries.

Outsourcing

Some functions or services may be outsourced to other organisations. Examples of functions which are often outsourced include; legal and/or HR services, call centres and maintenance services. Outsourcing has the advantage of being more cost-effective than providing the service internally and it can also offer flexibility with options to increase and decrease demand for that service as and when required. However, there are also disadvantages associated with monitoring the quality of the service provided and controlling how the work is completed.

Using contractors or consultants

This is a popular option when specific skills are required for a short period of time. For example, there may be a need to increase the quantity of training in the organisation in preparation for some major changes. A viable option would be to hire a full or part time consultant to provide the training during the period that their services are required. This offers the organisation a great deal of flexibility in terms of when and how the contractors’ and consultants’ services are used. It also carries the disadvantage of those personnel being external workers who will not be as familiar with the organisation’s systems and processes.

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Learning Task Three

What options do you (or can you) use for sourcing labour supply? Which are your preferred options and

why?

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Activity 1C

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1.4 – Consider new technology and its impact on job roles and job design

Technology

Technology is advancing at a rapid pace. The job roles that exist now may not be appropriate in the

future due to technological advances. Even in the space of a few years, technology can advance so far

that the old ways of working are no longer relevant.

When conducting the HR strategic planning process, it is important to consider how technological

advances might impact on the ways of working and hence the job roles that people do. Whilst it’s not

possible to predict the future of course, it is possible to look at emerging trends and developments in

areas of technology that are relevant to your organisation.

The following questions may be useful to ask when considering this aspect of the HR strategic plan:

 Do any of the organisation’s strategic objectives relate to the use of new technology?

 What information was gathered about technology from the environmental analysis

exercise?

 Is investment being made in new technology? If so, what specifically is being

introduced?

 What’s happening in your sector generally in terms of technological advances? (e.g. is

new equipment being developed?)

 If new technology is introduced, how will that affect job roles?

When considering the impact of technology on job roles, it may be useful to think in terms of how the technology will affect:

 The work that people do

 The number of people required to do the work

 The location of people doing the work

 Working practices and procedures

 The knowledge and skills required to do the work.

For example, in a manufacturing organisation, new equipment and machinery that is designed to

improve production and efficiency may require fewer workers to operate the equipment. However,

there may also be an impact on the engineers who repair and maintain the equipment in terms of up-

skilling them to be able to perform their roles competently.

In another context, digital technology may be introduced to enable workers to work from remote

locations, to exchange data more quickly and efficiently and to work more productively. This may not

impact on the numbers of workers, but it would have a significant impact on ways of working and may

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require considerable changes in procedures. The impact on the job roles in this example would be more

about getting people to accept and embrace the changes and to follow the new ways of working. This

may well be represented in redefined job roles with changes in responsibilities and expectations.

Learning Task Four

What new technology will impact on job roles in your organisation? Briefly describe the extent of the

impact.

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Activity 1D

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1.5 – Review recent and potential changes to industrial and legal requirements

Industrial and legal requirements

As part of your environmental analysis, you may have considered the legal aspect of the external

environment. It is important to keep abreast of developments in legislation and the industry as a whole

in order to ensure compliance with any new legal requirements and to ensure a smooth transition to

new policies and procedures, if necessary.

It is useful to be aware of recent and potential changes in employment law. Consider the following recent/forthcoming changes in legislation:

 Small business, enterprise and employment bill

 Zero hours contracts

 Workplace bullying

 Shared parental leave

 Adoption leave.

These are just some of the changes taking place currently. The impact of these changes will depend on

your operating context; zero hours contracts may not apply to your organisation, although legislation

concerning workplace bullying will apply everywhere.

To take this further, it is important to consider the potential impact of workplace bullying legislation which may include:

 Writing new policies and procedures to make explicit reference to workplace bullying

and how it is reported and handled in your organisation

 Rewriting employee guidance on standards of expected behaviour

 Training for staff and managers in how to recognise workplace bullying and the

procedures to follow if it occurs

 Training for HR personnel in implementing new procedures.

Some legislation changes will have minimal impact, but others will be more significant and will require

careful research before taking action to implement it. The HR strategic planning process is the perfect

time to take note of any legislative developments that affect your organisation and to take account of

that in planning the direction of the HR function for the forthcoming period.

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Changes in your industry sector will also have an impact on the HR strategic plan. Customer

expectations change over time as do industry standards. What was considered ‘cutting edge’ a few

years ago may be viewed as a basic minimum requirement these days. Where it was once acceptable to

deliver a bespoke customer order within a week for example, changes in production techniques,

equipment and technology may now make it possible to deliver the same service within 24 hours.

Across the industry, if one organisation starts delivering its services within 24 hours, this puts pressure

on their competitors to do the same, thereby making it an industry-wide ‘standard’ that this type of

service can be delivered within a short timeframe.

Again, from your environmental analysis of external factors affecting your organisation, you may have

considered your organisation’s competitors, your suppliers and the industry as a whole to identify

changes and developments which affect what you do.

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Learning Task Five

Identify two recent or potential changes to industrial or legal requirements. Briefly describe these

changes and the implications for your organisation from an HR perspective.

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Activity 1E

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2. Develop human resources strategic plan

2.1. Consult relevant managers about their human resources preferences

2.2. Agree on human resources philosophies, values and policies with relevant managers

2.3. Develop strategic objectives and targets for human resources services

2.4. Examine options for the provision of human resources services and analyse costs and benefits

2.5. Identify appropriate technology and systems to support agreed human resources programs and practices

2.6. Write strategic human resources plan and obtain senior management support for the plan

2.7. Develop risk management plans to support the strategic human resources plan

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2.1 – Consult relevant managers about their human resources preferences

Consulting with managers

As the person leading the HR strategic planning process in your organisation, you cannot work in

isolation. Even if you have a large team of HR colleagues, it is extremely wise, if not essential, to consult

with managers as part of the process. Not only will they be able to offer a viewpoint that may be

different from your own, but you will also depend on their support in the implementation of the HR

strategic plan. Getting management input and support at key points in the planning process will help to

pave the way for successful implementation later.

The managers in your organisation are at the ‘sharp end’ of the operation; they are the people who are

recruiting, training, developing and managing the workforce and so their insights into how the future

should look are invaluable.

Your managers will have their own views about their human resources preferences which may include:

 Numbers of workers required

 Working hours

 Workers’ locations, if relevant

 Job roles and responsibilities

 Levels of knowledge and skills required.

Taking their views into account when developing the HR strategic plan is essential to ensure that your

plans are affordable, realistic and effective.

Managers can be consulted via a range of different methods. How you consult with your managers will

depend on the size and complexity of your organisation. In a large, complex and geographically

dispersed organisation, it may only be possible to consult with a sample of the management population

and this may need to be conducted remotely. In a small organisation with only a few managers working

at the same site, it may be feasible to have individual meetings with them all.

Here is an overview of the methods that may be used to consult with managers:

 Face-to-face meetings, either individually or in groups

 Group presentations

 Questionnaires

 Telephone or video-conferencing.

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Whichever methods are used, it is important to inform them about:

 What you are doing, how and why

 What you are looking for from them

 What you will do with their input and by when.

It would be important to give them advance warning of the input you are asking of them; they will need

to think about it before they contribute to the process.

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Learning Task Six

Describe how you consult with managers about their human resources preferences.

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Activity 2A

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