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Human Resource Strategic Planning

The organization’s direction is to keep adopting and engaging new opportunities and innovation. As such, it needs to invest in its workforce consistently. In essence, the organization targets the building upon its current many skills and strengths while also anticipating and developing new ones. Indeed, this target also serves as the objective of this process of human resource strategic planning. This process will guide the organization in moving to a more flexible and highly skilled workforce. Additionally, it will commit the organization to a working environment that encourages, sustains, and furnishes employees in meeting any future service challenges.

The strategic plan will consider new aspects of personnel management. While traditional personnel management laid primary emphasis on administrative facets, human resource management in contemporary times incorporates strategic processes that demand to work with different managers, executives, and departments in the effective meeting of the organization’s needs. New technology has also made it possible to involve all employees in their different department, wherever their location[ CITATION DUl05 l 1033 ]. The plan will, therefore, target the use of digitally networked platforms in the main sectors of human resource management. As such, the plan will aim at incorporating technology and its several associated advances in areas such as policy development, regulations, staffing, employee protection, compensation, training and development, and retention issues. All these factors will be considered during an analysis of a gap analysis within the context of the current human resource status quo[ CITATION Kau06 l 1033 ].

The strategic plan will prioritize the targets, objectives, and purpose and work towards dealing with associated challenges. In this context, the involvement of the executives and management. The main strategy here will be to highlight a list of issues that need addressing and subsequently talk over them with the management as they might perceive differently other related matters as well as other priorities.

The implementation of the strategic plan will involve the interactions of all organization members, managers, and subordinates. As such, the implementation will include the clear delineation of roles, duties, and accountabilities. This clarity will help in the delegation of authority as well as ensure effectiveness in the job and work design ultimately helping all involved people in working together effectively[ CITATION DUl05 l 1033 ]. The implementation will also employ shared leadership for monitoring and reviewing the plan. In particular, the implementation will split the monitoring duties into administrative and bargaining leadership unit whose primary role will be supporting the values and vision of the strategy.

Every person in the leadership and subordinate will be held accountable and applauded for both performance and outcomes as well as demonstrating adherence to the strategic values of the plan. Adoption of the plan will involve an engagement of administration partnerships and collaborative groups that will work towards solving any upcoming issues with the uptake of the plan’s values and visions. The plan will be reviewed according to clearly set and enunciated policies with regards human resource. These policies will acknowledge the essentiality for departmental tractability as well as the need for consistency in the application of the plan in reviewing its success elements.


Kaufman, G. «How to Fix HR.» Harvard Business Review (2006). Web. <>.

Ulrich, D. and W. Brockbank. «The HR Value Proposition.» Harvard Business Review (2005): 9-14. Document.