MGT 601 Week 4 Assignment Rapier
Human Resource Planning and Organizational Strategy
Mia A. Rapier
MGT 601: The Functions of Modern Management
Professor Carolyn Broner
August 24, 2014
“Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labor market and the future HR environment that the organization will be operating in” (HR Council, n.d.). Human resource planning directly ties in to an organization’s strategic development and implementation by calculating company trends, resources, design, previous works and future expansion and ensuring that the impending requirements are met. This paper will further examine the role of human resource development activities relative to an organization’s strategic growth, while highlighting the eight elements of the staffing process and concluding with the explanation of the relationship between key human resource activities and a company’s planning, development, and implementation processes. Human resource planning is used to structure and meet organizational goals while taking into account four specific activities: job analysis, human resource inventory, human resource forecasting, and inventory and forecast comparison. With job analysis, groups of jobs are studied to ascertain their basic duties and the human characteristics needed to perform them. A human resource inventory determines staffing, along with their current qualifications and future prospects. “The human resource forecast is based on both short- and long-term plans and strategies for the company and its various parts” (Plunkett, Allen, & Attner, 2013, p.). Lastly, a comparison is made between the inventory and the forecasted needs to determine if reduction, growth, or retaining the status quo is the best strategy to adhere to. Human resources and the properties of the staffing process work hand-in-hand. The principal objective of staffing is to “attract, hire, train,
Mia A. Rapier
MGT 601: The Functions of Modern Management
Professor Carolyn Broner
August 24, 2014
“Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labor market and the future HR environment that the organization will be operating in” (HR Council, n.d.). Human resource planning directly ties in to an organization’s strategic development and implementation by calculating company trends, resources, design, previous works and future expansion and ensuring that the impending requirements are met. This paper will further examine the role of human resource development activities relative to an organization’s strategic growth, while highlighting the eight elements of the staffing process and concluding with the explanation of the relationship between key human resource activities and a company’s planning, development, and implementation processes. Human resource planning is used to structure and meet organizational goals while taking into account four specific activities: job analysis, human resource inventory, human resource forecasting, and inventory and forecast comparison. With job analysis, groups of jobs are studied to ascertain their basic duties and the human characteristics needed to perform them. A human resource inventory determines staffing, along with their current qualifications and future prospects. “The human resource forecast is based on both short- and long-term plans and strategies for the company and its various parts” (Plunkett, Allen, & Attner, 2013, p.). Lastly, a comparison is made between the inventory and the forecasted needs to determine if reduction, growth, or retaining the status quo is the best strategy to adhere to. Human resources and the properties of the staffing process work hand-in-hand. The principal objective of staffing is to “attract, hire, train,