Strategy
SHRP:
HR Planning is the process of systematic forecasting the future demand and supply for employees and the deployment of their skills within the strategic objectives of the organization. Bratton and Gold
HRP is the process through which, based on the analysis of changing external and internal conditions, management defines the desired future state of human resources.
A systems perspective of the HRP process: strategy formation-HR planning-implementation of HR action plans
A processual perspective of the HRP process-strategy formation-hr planning-HR actions in a two way relationship
Key features of SHRP:
-a process
-directed at meeting current and future needs
-progresses through phases from forecasting to developing plans
-monitoring and evaluating outcomes and feeding back the results
-should be driven by strategic objectives and its purpose to achieve its fulfilment
Limitations of HRP definitions:
-provides no insight as to what it considers right people or right time
-what is meant by term process
-the strategic linkage failed to prove a two way relationship
-planning refers to the outcomes of the forecasting process
Turner, key elements of HRP:
-strategic planning (strategy formation, environmental scanning, key business issues)
-demand forecasting (what are hr implications on strategy, forecasting for future HR requirements to meet bis. Objectives)
-auditing current HR capabilities (analyzing current labor resources, auditing internal labor supply)
-supply forecasting (forecasting internal and external labor supply)
-gap analysis (comparing demand and supply forecasts)
-planning (developing hr objectives and goals, designing hr startegies, policies and processes)
-implementation and evaluation (implementing an action plan, feedback results, revising hr objectives)
Historically HRP evolved from manpower planning to human resources planning (see p.5 in text); Ulrich defined three phases of SHRP evolution from policeman (regulation)
HR Planning is the process of systematic forecasting the future demand and supply for employees and the deployment of their skills within the strategic objectives of the organization. Bratton and Gold
HRP is the process through which, based on the analysis of changing external and internal conditions, management defines the desired future state of human resources.
A systems perspective of the HRP process: strategy formation-HR planning-implementation of HR action plans
A processual perspective of the HRP process-strategy formation-hr planning-HR actions in a two way relationship
Key features of SHRP:
-a process
-directed at meeting current and future needs
-progresses through phases from forecasting to developing plans
-monitoring and evaluating outcomes and feeding back the results
-should be driven by strategic objectives and its purpose to achieve its fulfilment
Limitations of HRP definitions:
-provides no insight as to what it considers right people or right time
-what is meant by term process
-the strategic linkage failed to prove a two way relationship
-planning refers to the outcomes of the forecasting process
Turner, key elements of HRP:
-strategic planning (strategy formation, environmental scanning, key business issues)
-demand forecasting (what are hr implications on strategy, forecasting for future HR requirements to meet bis. Objectives)
-auditing current HR capabilities (analyzing current labor resources, auditing internal labor supply)
-supply forecasting (forecasting internal and external labor supply)
-gap analysis (comparing demand and supply forecasts)
-planning (developing hr objectives and goals, designing hr startegies, policies and processes)
-implementation and evaluation (implementing an action plan, feedback results, revising hr objectives)
Historically HRP evolved from manpower planning to human resources planning (see p.5 in text); Ulrich defined three phases of SHRP evolution from policeman (regulation)