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HUMAN RESOURCES PLANNING April 11, 2011

The business factors that underpin human resource planning in an


organization:

The factors:

The factors have been deliberately simplified a very complex area into a number of
key factors:

1. Gets the basics right


2. Supports people management
3. Achieves desired results for the business
4. Has a compelling employee proposition
5. Aligns and integrates with the business
6. Proactively leads the people agenda
7. Creates value, innovates and demonstrates impact.

Each factor has been discussed in below:

Laying the foundations: getting the basics right


At the beginning, an organization places the need to be efficient and cost effective
in service delivery and support to the line. Getting the basics right, both in
administration and in core routine processes, is vital to gaining the trust of the
organization in HR and to people seeing it as an effective function.

The foundations present the indicators of the two factors that make up the
foundations. ‘Supports people management’ at its basic is also the precursor to HR
being able to facilitate people management.

The foundations

1. Gets the basics right Supports people management

■ delivers excellent services via high speed, low cost processes over the long term,
not just the short term

■ standardizes policies, systems & processes where the advantages of


commonality outweigh any resulting inflexibilities

■ earns credibility by delivering excellent administrative support & processes for


employee personnel transactions & contractual arrangements

■ Implements automated &/or outsourced processes where real benefits to HR and


its customers can be demonstrated against the investment needed

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HUMAN RESOURCES PLANNING April 11, 2011

2. Supports people management

■ manages risk to ensure organization is legally compliant yet meets organizational


needs

■ advises managers on difficult absence, employee relations, capability or


performance issues, balancing local with organizational needs

■ equips managers to implement recruitment & development processes that draw


upon good practice

■ ensures the right people with the right skills are recruited for the right jobs in
time

The need to be strategic has somewhat marginalized the provision of slick and
efficient transactional processes for common activities such as recruitment, training
and pay. However getting these rights frees up the time and energy of individuals
and their line managers which can then focus on making the right decisions not to
chase HR for routine information

The building blocks: HR unique selling proposition

3. Achieves desired results for the business


■ provides a fit for purpose infrastructure (policies and processes) to support
organizational performance tailored to local as well as organizational needs

■ develops a workforce strategy to meet organizational needs for skills now and in
the future

■ Implements people-centric change programmes to create value through people


for the organization

■ HR function has a clear purpose, structures itself in the most effective way and
regularly communicates what it does

■ has highly expert & visible professionals with clearly defined roles & invests in its
own staff development

4. Has a compelling employee proposition

■ fosters a culture of high performance by providing high value added systems &
processes & equips managers & employees to implement these

■ attracts, develops and retains diverse talent against an identification of


organization’s needs now & in the future

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HUMAN RESOURCES PLANNING April 11, 2011

■ provides outstanding learning & development opportunities to support managers


get the best from staff

■ proactively develops partnerships with managers based on a shared


understanding of the impact of people management on the business
■ facilitates managers to build employee engagement, commitment and motivation
& understand how it links to individual performance

At the top: being strategic


The pinnacles

5. Aligns and integrates with the business

■ ensures line of sight at all times with the organization aims & its customers

■ acts strategically to influence business decisions


& provides solutions to meet changing business needs before they arise

■ integrates all of what HR does with people management & development activities
to form a coherent whole appropriately challenges when required

■ forms internal & external strategic alliances & partnerships

■ scans horizon to anticipate upcoming issues – legislative, labor market,


reputational

6. Proactively leads the people agenda

■ focuses on people issues that really matter to the business

■ helps create & support the strategic readiness of the organization &
leads/contributes to change programmes

■ Acts as the collective conscience of the organization, ensures that ethical


behaviors are set & maintained &

■ champions a value & community-based culture

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■ acts as ambassador & expert lead for people management & development &
mentor for the profession

Enabling world-class HR

7. The enablers: creating value, innovation and demonstrating impact


■ promotes what benefits the organization derives from HR services both internally and externally

■ regularly seeks feedback from customers on its services and acts on improvements needed

■ benchmarks its practices externally and internally

■ learns from other functions (e.g. branding from marketing)

■ continually seeks to improve and innovates in policies, organization/work design and practices

■ energizes the organizational by building social, emotional & intellectual capital via innovative networks

■ promotes continuous performance measurement and improvement to ensure key metrics are identified and met
which are reflective of real added value to the organization

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