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ContentsBefore you begin viiTopic 1: Research planning requirements 11A Analyse strategic plans to determine human resource strategic direction,objectives and targets 1B Undertake additional environmental analysis to identify emerging practicesand trends1C Identify future labour needs, skill requirements and options for sourcinglabour supply 1D Consider new technology and its impact on job roles and job design 1E Review recent and potential changes to industrial and legal requirements SummaryLearning checkpoint 1: Research planning requirements 2132029303334Topic 2: Develop human resource strategic plan 372A2B2C2DConsult relevant managers about their human resource preferencesAgree on human resource philosophies, values and policies with relevant managers Develop strategic objectives and targets for human resource services Examine options for the provision of human resource services and analysecosts and benefits 2E Identify technology and systems to support programs 2F Write a strategic human resource plan 2G Develop risk management plans to support the strategic human resource planSummaryLearning checkpoint 2: Develop human resource strategic plan 384044Topic 3: Implement human resource strategic plan 673A Work with others to see that the strategic human resource plan is implemented 3B Monitor and review the plan 3C Adapt the plan should circumstances change 3D Evaluate and review performance against plan objectives SummaryLearning checkpoint 3: Implement human resource strategic plan 687578808384475153566263 Aspire Training & Consultingv

Topic 1Research planning requirementsCorporate renewalTo address performance problems as a result of internal issues, an organisationmay implement a range of corporate renewal strategies that usually resultin significant change to organisational structure, people and processes.A retrenchment strategy is one where an organisation reduces the size ofoperations to overcome weaknesses and improve cashflow. An organisation mayalso try to restructure or streamline operations to focus on its primary reasonfor being in business. A turnaround strategy may be pursued to arrest decliningperformance, and often involves some form of initial retrenchment, followed byrestructuring to ensure effective leadership and achieve operational efficiencies.Generic competitiveIn developing a competitive strategy to increase competitive advantage,managers can select a generic competitive strategy. Leading economist andstrategy specialist Michael Porter has identified three generic strategies: A cost leadership strategy where organisations compete with others in theindustry on the basis of having the lowest cost. A differentiation strategy where an organisation offers unique and valuedproducts. A focus strategy when an organisation implements a cost or differentiationadvantage strategy in an industry segment. The selection of one or acombination of strategies depends on the organisation’s strengths and thecompetition’s weaknesses.Competitive advantageTo support your learning, you might like to watch the Harvard Business Review videoin which Michael Porter discusses development of the concept of competitive advantage:‘The five competitive forces that shape strategy’ which can be found at: www.youtube.com/watch?v mYF2 FBCvXw.In this video, Porter discusses his model for assessing strength within an industry todevelop a strategy to achieve competitive advantage over other organisations. The fiveindustry forces are explained here.1RivalryExisting organisations within an industry will often experience an ongoingbattle for market share. The goal to be the market leader causes rivalryamong competitors in an industry. The greater the number of competitors, thehigher the rivalry. This can be seen in the ongoing price wars between majorsupermarket chains in Australia, often at the expense of the smaller players. Aspire Training & Consulting3

Topic 1Research planning requirementsQuality Strong employee participation in decision-making Clear job analysis and design Some external sources Narrow career paths Focused on short-term results Some employment security Limited incentives Pay structures reflect skills and knowledge Strong focus on training and career development Cooperative employee/employer relationsCost reduction Limited participation of employees in decision-making Clear job analysis and design Mostly external sources Focus is on results and outcomes Short-term criteria to measure performance Limited employment security Limited reward and recognition Pay structures based on responsibility Limited training and development Traditional employee/employer relationsStrategic HRM functions and practicesMost HRM authors agree that the philosophy of strategic HRM centres on gainingcompetitive advantage for the organisation by managing people – its critical asset – throughan integrated, shared set of practices that balances and promotes the organisation’s strategy.Strategic HRM is focused on the integration and adaptation of human resources to ensurethat HRM is aligned with strategy, that policies are consistent, and that practices that buildemployee skill sets are embraced and utilised by line managers. At its core, strategic HRMis about the functions of planning, foresight and analytical decision-making to supportorganisational strategy and some activities.Strategic HRM core functions and activities can include: determining the numbers of employees determining the required skills and knowledge for positions to meet organisationalobjectives identifying effective methods for recruiting new staff determining how to best use employee skill sets Aspire Training & Consulting7

Topic 1Research planning requirements continuedPursue quality performance Strategic directions:To develop an effective and comprehensive organisation-wide communicationstrategy.To enhance a coordinated range of staff health and wellbeing activities that promoteshealth self-management. Strategies: Develop and implement a range of communication methods relevant to specificissues, sites and staff needs. Ensure all communication is inclusive and effective. Enhance the range of activities and opportunities that address the needs ofspecific staff groups. Assist staff to develop the knowledge and skills to identify and manage their ownindividual health and wellbeing needs. Ensure all staff are able to access the range of support services availableAttain sustainability Strategic direction:To manage workforce planning ensuring associated risks are reduced so that theorganisation continues to meet its goals and delivers services within contemporarybest practice standards. Strategies: Systematically monitor and respond to workforce needs/trends. Establish clear guidelines for staff that define various responsibilities and decisionmaking authority. Ensure accurate and timely data related to workforce planning is available tosupport senior clinical managers.Create an educational culture Strategic directions: To create a learning/teaching/research culture. To build business management acumen and skills in senior clinical managementstaff. Strategies: Ensure clinical management staff possess the required knowledge and skills thatenable them to effectively respond to changing needs and demands. Utilise integrated information technology systems to manage budgets,performance and accountability. Establish a multidisciplinary/inter-professional teaching and research unit. Ensure a coordinated approach to student placements. Aspire Training & Consulting11

BSBHRM602Manage human resources strategic planningAn internal review of HR practices might cover: the impact of changes in legislation, enterprise bargaining agreements funding for programs changes in leadership changes in strategic direction health and safety programs organisational culture employee commitment and engagement organisational restructuring leadership styles and management practices internal policies and procedures, such as diversity and equal opportunity policies.Gap analysisIt is useful for HR to analyse the information gathered to determine how to proceed.The following is an example of a gap analysis for an organisation wanting to address anew business objective. The information will allow the HR department to identify andimplement strategies to meet this objective.BusinessobjectivesHRrequirementsto meetobjectivesImplement asustainabilityplanEmployees withspecialisedtraining andexperience insustainabilityGap –does theorganisationhave whatit needs?NoOutcome ofnot addressingthe gapPotential solutionsto address the gap Plan noteffectivelyimplemented Explore graduateprograms anddevelop internships High impact ondevelopmentof corporateresponsibility Build relationshipswith TAFEs,universities andother organisationsto sourcegraduates Improvethe workingenvironment Restructurebusiness units Redesignprocesses Develop new jobdescriptions toincorporate socialresponsibilities Introduce arewards andrecognition system16 Aspire Training & Consulting

Topic 1Research planning requirementsMoving into new markets Does your current workforce have the capacity and skills to meetproduction demands? Does the new market require dedicated sales staff,or sales staff with specific skills? What retraining requirements exist for theproduction chain?Improving distribution networks Do the new initiatives, systems, processes and practices require new skillsets?Labour supply forecastingForecasting labour supply involves projecting the present workforce profile into the future.The purposes of supply forecasting, some questions to help the process, and the status ofindividual positions all need to be considered as follows.PurposesSupply forecasting helps your organisation to: quantify numbers of people and positions expected to be available in thefuture to enable plans and objectives to be met clarify likely staff mixes that will exist in the future prevent personnel shortages monitor expected EEO and diversity goal compliance identify necessary and potentially advantageous skill sets identify potential training and development needs.Questions to help Which roles or skill sets have the highest strategic impact on the goals of theorganisation? Given the scenarios, which roles may become part of the organisation’s corebusiness in the future? Which roles have had a number of vacancies in the past 12 months? Which roles have been difficult to fill? Which roles require a long training time to develop the skills for the position? Which roles are most numerous? Which roles may become redundant in the future? Aspire Training & Consulting21

Topic 1Research planning requirementsTrainingSince entry level, low-skill jobs are usually easier to fill than positions for skilledemployees, training existing staff to meet future needs is a valuable strategy.These employees can then be monitored to identify suitable candidates fortraining and development to move into more skilled positions. These individualsmay be identified at the initial recruitment phase or through their work appraisals.This process of identifying and training internal personnel to fill vacancies is alsocalled succession planning.RecruitingYou need to predict when your organisation will have increased demand for skilledlabour. This may involve analysing the business plan or maintaining contact withoperational managers about their requirements.Recruitment activities need to be timed to allow for the recruitment process andany training activities required to make the personnel ‘job ready’ when needed.InternshipsThe strategy of setting up recruitment centres at universities and other trainingorganisations is very similar to the way national sporting associations recruit; theysource the best candidates before anyone else has the chance to do so. Usuallythe organisation first in with the best offer gets the recruit.Selecting the candidate with the best potential and signing them up for aninternship allows the organisation to prepare them for a graduate role while theyare assisted through their studies.OutsourcingOutsourcing strategies can be twofold. First, you can outsource the recruitmentprocess to a specialised recruitment agency. An agency can conduct the wholerecruitment process from advertising through to selecting the best candidate,which frees up your workforce to concentrate on its main tasks. They also offera degree of anonymity to the potential candidate. This means an employee ofanother firm may be more inclined to apply, since there is less chance of theircurrent employer finding out.Second, you can outsource the function that you require the employee for,such as those tasks that may be considered non-core; for example, facilitiesmaintenance staff, canteen staff, cleaners and transport or delivery roles. Insome cases this can be a more economical strategy, especially for short-termprojects; however, you do lose a degree of control over the day-to-day tasks.OffshoringOffshoring involves moving an area of operations to another country to takeadvantage of lower operational costs or expertise in areas. Examples ofoffshoring are common for information technology and call centre operations.Ireland has become renowned for software development and India has becomepopular for organisational call centre work. Aspire Training & Consulting25

Topic 1Research planning requirementsAnti-discriminationCommonwealth and state laws cover EEO and anti-discrimination in the workplace.All employees should be able to participate in and comply with a workplace free fromdiscrimination and harassment. It is important that as a leader, you understand yourrights and responsibilities under human rights and anti-discrimination law. By puttingeffective anti-discrimination and anti-harassment procedures in place in your team,you can ensure compliance with the l