Session 3_Developing and Using a HR Strategic Plan

7/29/2019 Session 3_Developing and Using a HR Strategic Plan

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Session 3: Developing and Using aStrategic HR Plan

Respicius Shumbusho Damian, BA, MA (Public Administration)Director, Senior Consultant, Researcher, and Trainer

Shumbusho and Associates Consulting (T) LimitedP.O. Box 4859, Dar es salaam

Phone: Phone: +255736403442Cell: +255 772 228 318Mob: +255 786 428 318

E-mail: [email protected]

CSSSSA

Consulting Consulting Consulting Consulting

Session 3: Session ObjectivesAt the end of this training session, the participants

are expected to be able to:

Explain the meaning and essence of HRplanning

Identify and describe core considerations whileconducting Strategic HR Planning

Identify and describe the core components of astandard Strategic HR Plan

As long term outcome, participants be able todevelop and use a strategic HR plan for theirorganization (s)


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What is Human Resources Planning?

It is a both a qualitative and quantitative processesaimed at forecasting the future (short term and longterm) HR needs of the organization and developingappropriate strategies so as to address those needs.

It is aimed at making sure that there are right numbers ofpeople with right job and behavioral qualifications at aright time in the right jobs.

HR planning is a strategic function: it must aim ataligning the organizations human assets with the longthe central goal of the organization. It is not only aboutheadcounts, but it is all about making quantitative andqualitative forecasts to address the gap between the

present and future human resources requirements ofthe organization.

The Scope of Strategic HR Planning

A Model for Strategic HR Planning

What is ourstrategic goal?

How many What typeFlexibility

Numbers Qualities


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The Scope of Strategic HR Planning It is about both numbers and qualities because you want to have right

numberswith right qualitiesin right jobsat a right time.

A HR plan includes several interconnected plans, which need to worktogether:

Resourcing plans; where to get the best talents for the organization(strategic Resourcing goes beyond recruiting-it includes developing andmotivating people to develop their talents)

Training and development plans; how to develop the right skills andbehavior within

Succession plans; how to get talented individuals to fill gaps that may occurin senior positions

Retention Plans: how to motivate and keep the best talents in theorganization?

Flexibility plans: how to institute procedures that would allow theorganization to benefit from the available talents

Why is HR Planning important?

It is a tool for ensuring that people related issues are made part ofthe organizations short-term and long-term strategic plans.

It provides a systematic approach for assessing the number andtype of needed by the organization are understood.

It is a tool for ensuring right number of people with the right skills,in the right place at the right time to deliver short and long-termorganizational objectives.

Information on demand and supply analysis (obtained fromenvironmental scanning) allows the organization to developsubstantive strategies for recruitment, development, retention,succession, and talents management plans.


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The Process of Developing a HRPlan

What to consider while developing a strategic HR plan?

A SWOT framework is appropriate to answer these

questions. SWOT Analysis in HR planning is acontinuous process.

Whenever planners analyze the numbers required(demand), they must also analyze the capacity of theorganization to attain, support, the organizations brandstatus, and retain those numbers as well as the internalsupply (Strength and Weaknesses), the externaldemand and supply including the levels of pay in themarket, training programs, technology, the cost of

attaining skilled manpower, e.t.c. This is a case nearly atall stages of planning.

Stages/Components in Strategic HR Planning

Q1: What is the organizations strategic direction?

What is the organizations core objective? Strategic Goal? Whatis the vision? How does the organization envision reaching thatend?

Some organizations may think of innovation, research, goodgovernance, participatory decision making, teamwork etc.

Think of growth, expansion, professionalization, starting newprograms, rebranding, leadership development, going online,reengineering, renewal of relationship with stakeholders

At this stage you can also think of the numbers that theorganization may need in relation to the strategic direction. Usethe template in the next slide to think about numbers:


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Use this template to think about numbers

Total

Comment: Why?

Total

Comment: Why?

Total 7

Comment:

Executive Director 1

Personal Secretary 1

Admin Assistant 1

Accountant 1

Program Officer (HIV) 1

Program Officer (Grant) 1

Program Officer(Advocacy ) 1

Year 3 NeedsYear 2 NeedsYear 1 Needs

Stages/Components ContQ2. What is the workload for the current available staff? Do you think the workload is fairly shared and

distributed? Are some of the skills utilized orunderutilized due to the design of jobs in theorganization.

Quantitative analysis of the workload may not be enoughas it cant help you decide the levels of pay.

You may need to go a little bit far and look at theintellectual, skills, behavioral, and other qualities needed

for the job (e.g. making risky decisions, maturity,physical strength?) At this stage you need to identify who does what; if it is

hard you may need to document what every individual inan organization does from morning to the closing.Include what is not included in the formal responsibilitiesof an employee: See an example in the next slide;


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Documenting the WorkloadPosition: Human Resources Officer

Duties (Actual) Opens the office and places the attendance book on table Goes to buy newspapers Collect letters from the post office

Signs permission, leave, and allowance forms Prepares payroll reports Inspects cases of discipline and work progress across departments

Approves internal travel and per diem retirements Inspects if there are guests, picks them at the airport, reserves accommodation for

them.

Organizes staff meetings, prepares meeting agenda, and publish them Takes minutes during meetings, writes minutes, and files reports Keeps staff records in an appropriate order.

Hears and attends to conflicts between staff Helps staff in understanding policies and procedures Maintains an organizations resources and information center

Prepare notices and advertisements for vacant staff positions. Schedule and organize interviews

Participate in applicant interviews Conduct reference checks on possible candidates

Assignment: What can you comment on the nature of workload assigned to the HRofficer?

Q3. What is the current state of the organizationshuman resources treasury profiles

You must do job analysis and develop jobdescriptions for the current and future jobs tobe created. For each of the existing and

expected job, clarify the requirements,attempt to combine related jobs and skills ifpossible.

Generate the necessary information anddocument them as in the next slide


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Developing a job description

Desired Behavioral Competencies:

Physical Qualities:

Extra Efforts Required:

Working Conditions:

Skills Based Competencies:

Minimum Education:

Basic knowledge needed( which allows a person to think/decide maturely):

Requirements:

Reporting To:

Title:

Purpose:

Scope:

Position:

Q3. Continues Can the organization offer enough human

potential to address all the needed (present andnew) human resources qualities?

E.g. In terms of education, skills, physical andbehavioral qualities? If yes, wont theorganization need replacement if the availableskills and behavioral qualities can address future

needs? Go beyond and look at the ages of employeesyou have; arent they tired (right to retire). Whatis the current rate of retention (how manyemployees have left within the last 12 months)calculate them as a percent of the present staff?


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Q4. Labour market scanning (are the needed humanresources available?)

Sometimes this goes with research: At this stage you are analyzing theexternal supply (and demand). Look at the external pool of workforce fromwhich the organization can draw;

Are there the needed qualifications in the labor market?

Are schools developing such knowledge as wanted in your organization?

How many employers would need them?

What is the cost of attaining them in the current labor market?

Are the possible graduates from schools and colleges possessing the rightskills or you will need training after recruiting them?

Ascend on and make a strategic analysis of Internal and External HREnvironments: a SWOT analysis is the best way to do it at this stage.Remember to consider internal and external environments.

SWOT Analysis FrameworkExercise: Can you identify the SWOT factors to consider at your organization?

THREATSWEAKNESS

Programs offered by all universities

Demand of our services is growing

Sufficient numbers in the market

Training programs everywhere

Finance/higher pay staff

HR experts present

HR Planning experts present

Good internal reserve (succession)

Positive/attractive brand in the labor

market

Attractive motivational scheme

OPPORTUNITYSTRENGTH


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Q5. What strategy might be needed to fulfill the organizations humanresources needs (Developing HR Strategies)?

Different strategies may be used to address the HR need of thetime, but one needs to be careful since each strategy has itsadvantages and disadvantages. Compare these:

Train the existing staff in newly required skills? Redesign jobs (combining responsibilities)? Send people for formal training out of work place? Conduct on job training? Institute a formal leadership development program? Recruit people who have strong command of the required skills from

within? Recruit fresh entrants from outside? Outsource, contract out, or seek partners with plenty of required

skills?Note: Some may not work in certain situations.

Assignment in Groups: Study the flowchart and attempt to explainyour organizations HR Plan for the next three years

.

5. Scan environment. Is itsafe to decide? Yes

Implement, Monitor, andEvaluate, Revise. Go back tostep 1 and keep traversingalong the cycle

1. Identify the OrgsStrategic direction

2. Job and workloadanalysis

3. Programs Efficiencyanalysis

4. Note future critical

skills gap, show needs

6. Develop Strategies toaddress efficiency andfuture skills gap.

Develop Training/development plans?

Plan to hire new employees?

Develop Succession Plans

Redeploy and realign skills and plans?

Contract, outsource, partner


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Winding Up Assignment:

Closing Assignment: Pull all the loose

strings together and put your plan in acomprehensive and detailed document.Choose someone to coordinate thisexercise. Choose the deadline tocomplete the assignment. Implement theplan and continue to make necessarystrategic revisions and amendments.

Thank You,

Keep trying, the Future is Hidden, But through

Planning we see it.

Documents

Session 3_Developing and Using a HR Strategic Plan