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6Written or Oral Questions

Assessment 2

Written or Oral

Strategic HR planning can be defined as a strategies and systems which make it possible for the organisation to meet its mission and success while meeting the needs for employees and other stakeholders. It is an organisation component which links the human resource to the organisation strategic plan, vision and goals. The component makes the organisation ready to meet the future demands through hiring the right number of people who have the required skills. It involves determination of the overall organisation aims and goals and how to attain them. The objectives and targets relates to organisational goals, gap analysis, human resource forecast, employee information, human resource availability projections, and evaluating the existing human resource gaps (Daley, 2012).

Environmental analysis is a strategic tool which helps in identifying trends. It entails accessing the businesses threats and opportunity that may be present in both internal and external environment. To carry out environmental analysis the most detailed tool to use is PESTEL analysis. This tool involves a process where political, economic, social, technological, legal and environmental factors are analysed.

The different options for sourcing labour supply are:

  • Recruitment

  • Hiring casual labours-Offers a flexible way to address workforce shortages in meeting peak demand.

  • Hiring off-shore workers- Involves hiring offshore workers in another country which in most cases is cheaper. Example, use of call centres.

  • Using consultants- Popular when in need of specific skills for a short duration.

  • Outsourcing- Outsourcing some of the organisation functions.

  • Hiring new graduate trainees- Using a HR strategy to hire new graduates and trainees.

When considering the impact of new technology, I would think of how the technology will affect:

  • The work people do.

  • How many people are required to do work.

  • The location of workers doing the job.

  • The existing working practices and procedures.

  • The knowledge and skills which are required in doing the job.

Two examples of changes based on industrial and legal requirements I am aware of:

  • Paid shared parental leave scheme

  • Zero hours contract.

When consulting with the managers, there are several methods. This includes: face to face meetings, group presentations, questionnaires, video and telephone conferencing. Irrespective of the method being used, it is vital to inform them on what one is doing and why, what is being sought from them, and what will be done with their input and when (Schuler & Jackson, 2008).

Human resource philosophies and values can be defined as the guiding principles which help to set out how things are done. The philosophies are more about style of leadership of the top management team, corporate culture and values (Daley, 2012).

The objectives and targets of the plan helps to set out in quantifiable terms what the HR function contribution to business success will be. This makes it possible to:

  • Allocate appropriate HR budget.

  • Make priority of plans and activities.

  • Communicate of plans and activities.

  • Measure success.

  • Enhance decision making.

  • External provision through a contractor or a consultant- Consultants or contractors can be used in recruitment, training, job design and support among other activities.

  • Outsourcing-This is where some of the HR activities are sourced from another organisation. The organisation makes an agreement with an outsourcing agency for provision of specific HR activities.

The technology may be used to support:

  • Non-human HR services including the payroll administration and e-learning.

  • Performance management processes- this is through use of automated reminders and documentation which can help to support interactions between managers and employees.

  • Training and development to apply in planning, recording and managing the training records and activities.

The key ingredients for a strategic HR plan are:

  • Priorities.

  • Objectives.

  • Timeframes.

When developing a risk management plan, one should ask themselves on:

  • Event- What is likely or could happen

  • Probability- The probability of the risk happening (high, low or medium).

  • Impact- What is the estimated impact (High, medium or low).

  • Mitigation- How the probability of the risk happening can be reduced.

  • Contingency- How the impact of the risk happening can be reduced.

For the plan to be implemented, one has to work with others. This is due to the range of actions which requires collaboration (Schuler & Jackson, 2008). This includes:

  • HR professionals.

  • Line managers.

  • Senior managers.

  • External contractors.

  • Employees’ representatives groups.

  • Outsourcing firms.

  • Suppliers.

Monitoring and reviewing the plan helps a lot in gaining assurance that the progress is being made. It helps in highlighting the problems and difficulties in a regular basis and helps to take actions to cater for them. Moreover, monitoring and reviewing helps to report the progress to the senior leadership. Lastly, it helps in giving an opportunity to provide feedback to teams and individuals based on the progress being achieved (Richard & Johnson, 2001). The questions needed to be answered are:

  • Has the action been completed based on the plan?

  • If not, Why and what is being done to address this?

  • How will any incomplete issue have an impact on the rest of the plan?

  • Has the budget been implemented?

  • If not, Why and what is being done to address this?

  • What obstacles have been experienced and how have they been overcome?

  • Are there any changes needed in this plan based on current progress?

  • What new actions have been evidenced?

  • What have the current progress impacted the overall delivery of HR plan?

These include:

  • Change in organisation strategic plan direction.

  • Closure of a third party services provider.

Evaluation of performance enables one to:

  • Access the extent in which the original objectives were accurate appropriate and reasonable.

  • Determine what has been attained and associated impact.

  • Identify whether or not it has been possible to adhere to deadlines.

  • Learn based on what has worked well and what has failed to work well.

  • To have an accurate report on the progress to the stakeholders.


Daley, D. M. (2012). Strategic human resources management. Public Personnel Management, 120-125.

Richard, O. C., & Johnson, N. B. (2001). Strategic human resource management effectiveness and firm performance. International Journal of Human Resource Management, 12(2), 299-310.

Schuler, R. S., & Jackson, S. E. (2008). Strategic human resource management. New York: John Wiley & Sons.