PowerPoint Presentation

Manage Human Resources

Strategic Planning

BSBHRM602
Introduction
This manual is divided into three Elements:

1. Research Planning
Requirements
2. Develop Human Resources
Strategic Plan
3. Implement Human
Resources Strategic Plan
 Research Planning
Element 1:
Requirements
Element 1: Research Planning Requirements

Research Planning Requirements

Analyse Strategic Plans to Determine Human Resource
Strategic Direction, Objectives and Targets

Human Resource Management (HRM) is the term

used to describe formal systems devised for the
management of people within an organisation.

The responsibilities of a human resource manager

fall into three major areas: staffing, employee compensation
and benefits, and defining/designing work.
Element 1: Research Planning Requirements

HRM is also a strategic and comprehensive approach to

managing people and the workplace culture and
environment.

Effective HRM enables employees to contribute

effectively and productively to the overall organisational
direction and the accomplishment of the organisation's
goals and objectives.
Element 1: Research Planning Requirements

The role of HRM in organisations has evolved over many

decades to become an area of management often seen
as central to organisational viability and sustained
competitive advantage. In today’s organisations, the HR
Manager contributes to the development and
achievement of the organisation-wide strategic plan and
objectives.

To be successful in their role, the HR Manager needs to

be highly knowledgeable about the design of work
systems in which people succeed and contribute.
Element 1: Research Planning Requirements

Human Resource Responsibilities

• Learning and Development

• Work Health and Safety (WHS)

• Performance Management

• Rehabilitation and Return to Work (RTW)

Schemes

• Remuneration

• Selection and Recruitment

• Succession Planning
Element 1: Research Planning Requirements

All of these areas are included in the development of a

strategic plan for human resources.
Strategic Plans
Strategic HR planning links HR management directly to
the strategic plan of your organisation.
Based on the strategic plan, your organisation can
develop a strategic HR plan that will allow you to make
HR management decisions now to support the future
direction of the organisation.
Strategic HR planning is also important from a budgetary
point of view so that you can factor the costs of
recruitment, training, etc. into your organisation's
operating budget.
Element 1: Research Planning Requirements

Strategic HR management is defined as:

“Integrating human resource management strategies and
systems to achieve the overall mission, strategies, and
success of the firm while meeting the needs of
employees and other stakeholders.”
Element 1: Research Planning Requirements

Reviewing Strategy

Reviewing and revising your existing HRM Strategy is a

critical component of effective management in HR.

Establishing good strategy sets the ground work for

improving operations ensuring policy and procedures
promote good practice.
Element 1: Research Planning Requirements

Related Legislation

It is important that businesses are in tune with the wishes

of the society they serve or they run the risk of tarnishing
their image, and alienating their shareholders,
stakeholders and customers.

This would be bad for business, reducing growth and

potentially affecting profit.
Element 1: Research Planning Requirements

Undertake Additional Environmental Analysis to Identify

Emerging Practices and Trends that may Impact on
Human Resource Management in the Organisation

A successful human resources strategy complements an

organisation’s mission and goals - so what works for an
industry giant won't necessarily be suitable for a small
business.
Element 1: Research Planning Requirements

The factors influencing HR activities aren't static:

To maximise recruitment and retention, and to minimise
employee issues, small business managers must
continually monitor internal and external environmental
factors and adjust HR strategy accordingly.
Element 1: Research Planning Requirements

Internal and external factors:

• Competition
• Compensation
• Legislation
Element 1: Research Planning Requirements

Objectives of the Strategy and Policy

Sound employee relations strategies must be based on:
• An effective process for communication and
participation
• A safe and effective work environment
• Commitment and motivation of all staff.
Element 1: Research Planning Requirements

To this end, your strategies in this area must attempt to:

• Promote communication at all levels of the
organisation
• Determine where conflicts may arise and look for
ways of eliminating them.
Element 1: Research Planning Requirements

SWOT Analysis
HR departments can perform a SWOT analysis to look at
a specific HR practice or to examine the overall
functionality of the HR department.
SWOT analyses internal factors that impact HR practices,
such as strengths and weaknesses; this type of analysis
also examines external factors, such as opportunities and
threats that affect HR practices.
Element 1: Research Planning Requirements

As you go through the tool and think about how you can
use it, you will see that it’s not just for looking at the
business as a whole, but as a starting point for
developing strategies for sales teams, service
departments and individuals.
Element 1: Research Planning Requirements

SWOT Example
Element 1: Research Planning Requirements

Identify Future Labour Needs, Skill Requirements and

Options for Sourcing Labour Supply

Workforce Planning

Workforce planning is about forecasting your current

and future staffing needs in relation to your strategic business
objectives, then addressing matters relating to the supply of
labour.

The final step is to get the right balance between

labour demand and supply, so that you have the right number
of employees, with the right skills at the right time.
Element 1: Research Planning Requirements

Your organisation’s business plan should give you a clear

idea of what you want to achieve in your business. There
are a number of steps that should be followed to identify
future labour needs and skill requirements.

Step 1 – Looking at your Current Staffing Situation

Good HR records may be a good starting place to

develop a profile of your existing staffing situation.
Additional information can be obtained by conducting
staff surveys, talking to department managers and by
having conversations with staff.
Element 1: Research Planning Requirements

Identifying the knowledge, skills and abilities of your

current staff can be achieved by developing a skills
inventory for each employee.

List all skills each employee has. Perhaps employees

have hidden potential that your organisation could tap
into.
Element 1: Research Planning Requirements

Step 2 – Forecasting HR Requirements

The next step is to forecast your HR needs for the future

based on the strategic goals of the organisation. Realistic
forecasting of human resources involves estimating both
demand and supply.

When forecasting demand for HR, you must also assess

the challenges that you will have in meeting your staffing
need. What are your options? Will you up-skill existing
workers? How easy will it be to attract new employees
with the appropriate skills? Should you take on school
leavers or new graduates and train them up?
Element 1: Research Planning Requirements

Step 3 – Future Workforce Profile

Based upon the strategic direction of the business, where

is the organisation likely to be in 3-5 years time? Think
about your future products and services, stage of the
business cycle and needs of your workforce. What future
products and services will be provided by the
organisation (link to strategic plan)?
Element 1: Research Planning Requirements

What are the workforce implications and issues resulting

from these? What is the workforce supply and demand?
What future skills and competencies are required? What
future workforce issues are you likely to face? What are
the future workforce priorities, based on your workforce
profiling and analysis?
Element 1: Research Planning Requirements

Step 4 – Gap Analysis

The next step is to determine the gap between where
your organisation is now and where it wants to be in the
future. What are the areas that need to be managed and
developed? The gap analysis includes identifying the
number of staff and the skills and abilities required in the
future in comparison to the current situation.
• What new jobs will we need?
• What new skills will be required?
• Do our present employees have the required
skills?
The next step is to identify and prioritise strategies
relating to recruitment, workforce management and
development, staff retention and general human resource
issues.
Element 1: Research Planning Requirements

Labour Supply Analysis

Once a business has forecast what its future

requirements are likely to be, it is then important to
determine how many employees will be needed, with
what skills and when.

The first step is to do an analysis of the skills currently

within the business.

If skills are not available internally, then they may need to

be sought externally.

If looking externally factors such as availability of skills

within the job market will be a major consideration.
Element 1: Research Planning Requirements

If a business is short of employees to achieve the

business objectives, effective recruitment strategies will
need to be devised.

Future labour needs may include aspects such as:

• Job design /Competency

• Number

• Quality / Remuneration and Reward Programs /

Career Development

• Type / Flexible work options

Element 1: Research Planning Requirements

If a business has too many employees, effective

strategies will need to be created to manage retirements,
redundancies and if necessary, dismissals.

Workforce planning is imperative to businesses wanting

to plan their growth and limit situations where they are
faced with too many or too few employees or the wrong
skill sets.

Workforce planning can help business owners see how

their employees (by forecasting numbers of staff with
specific skills) can help them achieve their strategic
business objectives.
Element 1: Research Planning Requirements

Internal policies and procedures impact the related HR

activities. For example, if the organisation is committed to
promoting from within, HR must ensure employees
receive appropriate training and development to be ready
for promotion when the time comes.

HR should monitor the number of employees eligible for

retirement and ensure potential replacements or other
staff members are trained to avoid a sudden departure of
business knowledge.
Element 1: Research Planning Requirements

If the organisation is unionised, HR must engage in

collective bargaining with the union on matters of
representation.

External influences, political factors and organisational

culture all influence the number of grievances and
complaints HR must respond to.
Element 1: Research Planning Requirements

Options for Sourcing Labour Supply

There are a range of options that can be explored when
seeking staff and a range of recruitment options should
be considered.
• Hiring Casual Labour
• Recruiting apprentices to trainee employees
• Hiring new graduates
• Employing Off-Shore Workers
• Outsourcing
• Using Contractors or Consultants
• Hiring staff through an agency
• Upskilling existing staff
Element 1: Research Planning Requirements

Emerging Practices and Trends

Emerging practices and trends may include:
• Ageing Workforce
• New Products Or Services
• Changes In Consumer Patterns Or Community
Expectations
• New Technologies
• Economic Trends
• Political Or Legislative Changes
• Labour Market Trends
• Qualification or Educational Changes
• Multi-Generational Teams
• Working Internationally
Element 1: Research Planning Requirements

Consider New Technology and its Impact on Job Roles

and Job Design

Technology has changed the business world many

times over. In the Information Age, the advent of computers
and the Internet has increased that impact significantly.

Many businesses cannot even function without the

use of computer technology.

This impact is seen in nearly all areas of business,

including human resources, where technology continues to
have a significant impact on HR practices.
Element 1: Research Planning Requirements

Job Roles and Design

IT has created many new jobs or types of work.

Roles are changing due to heavy use of technology.

Element 1: Research Planning Requirements

Telecommuting is another change that has come about

through technological advances and has gained
popularity since the late 1990s.

Work has changed, and continues to change.

Telecommuting enables workers to shift their work to

accommodate their lifestyles.

More powerful PCs + cheap, high speed telecom (ADSL,

cable modem) mean telecommuters can connect to
corporate network efficiently.
Element 1: Research Planning Requirements

A simple framework can be used to assess how emerging

technologies may affect work.

• What tasks will be performed?

• How will the work be performed?

• Who will do the work?

• Where will the work be performed?

• How can IT increase performance, satisfaction

and effectiveness of the workers doing the work?
Element 1: Research Planning Requirements

Review Recent and Potential Changes to Industrial and

Legal Requirements

Advances in technology and the applications of

technology, particularly in regards to social media and smart
phones, have dramatically changed the way we collect and
use personal information.

Personal information can be transferred globally and

more rapidly now than ever before.

This has influenced the way we think about privacy

and the protection of personal information.
Element 1: Research Planning Requirements

Recently there has been much discussion about an

individual’s ability to gain recourse if defamed or
maligned on social media.

The introduction of sales tax at source on items being

bought from overseas online is another change.
Element 1: Research Planning Requirements

Each of these and the Privacy Act requirements has the

potential to impact heavily on us all and particularly HR.

It is the responsibility of the HR staff to stay current.

HR industry periodicals and associations are another way

of staying current with industry changes and legislative
changes.
 Develop Human
Element 2:
Risk Assessment
ELEMENT 2:
Resource Strategic Plan
Element 2: Develop Human Resource Strategic Plan

Develop Human Resource Strategic Plan

Consult Relevant Managers about their Human Resource
Preferences

Agree on Human Resource Philosophies, Values and

Policies with Relevant Managers

Develop Strategic Objectives and Targets for Human

Resource Services
Element 2: Develop Human Resource Strategic Plan

What is a Strategy and How are Strategies

Developed?

A strategy is a course or principle of action adopted or

proposed by an organisation.

They are guidelines for people involved in the

organisation.

They document what the organisation is trying to achieve,

and how it proposes to achieve it.

They help groups make choices about how to allocate

resources and ensure that you work effectively within the
organisation.
Element 2: Develop Human Resource Strategic Plan

Developing a strategy is a process.

Strategic development encourages you to consult with

your stakeholders - ensuring that they are committed to
the HR strategies that you have developed.

Developing a strategic plan takes time, patience and

perseverance, however the results will significantly
increase your organisation’s potential.
Element 2: Develop Human Resource Strategic Plan

Strategic planning is also a tool for education.

Think of it this way - the time that you spend developing

your strategic plan is time spent teaching your
stakeholders about the issues, their role in your
organisation and the need for any changes to be made.

Strategic planning is also an important agent for change.

Element 2: Develop Human Resource Strategic Plan

During the strategic planning process, you can achieve

organisational change by using positive behavioural
change and the removal of barriers in the system that
restricts any change being made.

It is impossible to create any sustainable change without

being aware of the political realities of the system that is
being required to actually change.
Element 2: Develop Human Resource Strategic Plan

Finally, the development of a strategic plan is useful in

demonstrating leadership within an organisation.

It is important for executive management to demonstrate

leadership in key organisational issues.

The initiative for strategic planning can come from any

level.
Element 2: Develop Human Resource Strategic Plan

For successful strategic planning to occur, however, it is

essential to have strong support and commitment from
the managing director and/or CEO of the organisation.

Strong support and commitment from key leadership is

essential for the process to be successful.
Element 2: Develop Human Resource Strategic Plan

As well, wide participation throughout the institution

ensures that the strategic plan is relevant for the entire
organisation and not just for a few people.

This will ensure the buy-in that is essential for successful

change.
Element 2: Develop Human Resource Strategic Plan

Developing a Strategic Plan

There is no right way to develop a comprehensive

strategic plan.

Many different approaches can work and the initiative can

originate at any level within or outside of the organisation.
Element 2: Develop Human Resource Strategic Plan

However, certain steps should be followed. These are

shown in the steps below.

1. Form a Task Group

2. Prepare for Strategic Planning

3. Develop the Strategic Plan

4. Review

5. Communicate the Strategy

6. Implement the Strategy

7. Evaluate the Strategy

Element 2: Develop Human Resource Strategic Plan

Developing the Policy

Up to this point, we have looked at the steps to

developing specific strategies within your overall strategic
plan - looking at the steps required to write a specific
strategic plan.

However, it is also important to consider the facts that

you should focus on when developing all policies.

The following is a cycle that you can use when

developing a new strategic plan or reviewing existing
plans.

Look to see if the strategic plan is challenging or

reinforcing existing structures in an organisation.
Element 2: Develop Human Resource Strategic Plan

Let’s now look specifically at how you should develop

your strategic plan:

• Identify, Define and Refine the Issues

• Define Desired or Anticipated Outcomes

• Research

• Develop and Analyse Options

Element 2: Develop Human Resource Strategic Plan

Examine Options for the Provision of Human Resource

Services and Analyse Costs and Benefits

Options for the provision of human resources

services may include:

• Internal Human Resources Provision of the

Service

• External Human Resources Provision of the

Service

• Internal Non-Human Resources Provision of

the Service

• Merging of Business Units

Element 2: Develop Human Resource Strategic Plan

Identify Appropriate Technology and Systems to Support

Agreed Human Resource Programs and Practices

Nearly every major HR software provider now offers

their solution in the cloud, making it possible for
organisational HR managers to stop the frustrating cycle of
upgrading systems every year or two

Once you buy a cloud-based system, you are out of

the cycle of major upgrades every few years because the
vendor does this for you.
Element 2: Develop Human Resource Strategic Plan

Most of the vendor solutions now have mobile

applications also, enabling employees to manage their
vacation, time sheets, and employee directories on the
road.

Buying criteria includes the desire to create better talent

analytics.

While much of the core HR technology has now become

a commodity, analytics is still a new area of technology
and vendor solutions here vary greatly.
Element 2: Develop Human Resource Strategic Plan

Since more and more organisations now have cloud-

based systems for recruiting, learning, and other HR
applications, it is now easier than ever to switch.

Unlike traditional software which is highly customised by

IT, these new systems can be replaced.
Element 2: Develop Human Resource Strategic Plan

And finally, as the global economy recovers more and

more organisations realise that quality staffing is a
challenge.

Strategic recruiting, employee development, social

networking, and internal employee communications are
all critical business issues and dealt with more effectively
using appropriate and current HR software.

Today many organisations buy these systems to help

transform their talent strategies and directly improve
employee engagement and the ability to hire.
Element 2: Develop Human Resource Strategic Plan

Write a Strategic Human Resource Plan and Obtain

Senior Management Support for the Plan
Strategic planning links people management to
organisational goals.
The overall purpose of strategic HR planning is to:
• Ensure adequate human resources to meet
the strategic goals and operational plans of your
organisation - the right people with the right skills at the
right time
• Keep up with social, economic, legislative
and technological trends that impact on human
resources in your area and in the sector
• Remain flexible so that your organisation can
manage change if the future is different than
anticipated.
Element 2: Develop Human Resource Strategic Plan

Strategic HR planning predicts the future HR

management needs of the organisation after analysing
the organisation's current human resources, the external
labour market and the future HR environment that the
organisation will be operating in.

The analysis of HR management issues external to the

organisation and developing scenarios about the future
are what distinguishes strategic planning from operational
planning.
Element 2: Develop Human Resource Strategic Plan

A strategic plan serves as a road map for an organisation

in terms of its vision, mission statement, core values,
objectives and goals.

It gives functional areas such as distribution,

manufacturing, marketing, finance, operations, research
and development and human resources a framework for
contributing to goal achievement.

It is within this framework that human resources must

develop a strategic plan for ‘people management’ to
ensure workforce availability, competency and
competitiveness.
Element 2: Develop Human Resource Strategic Plan
Element 2: Develop Human Resource Strategic Plan

Formulating Human Resources Strategies and

Developing the HR Action Plan

Strategic Human Resource Plan

Think of the human resources (HR) as the nucleus of

your organisation.

It’s where people are interviewed, hired, and paid, and it's
the source for employees to find answers to personnel
questions.

Beyond all these, it is also the department that sets the

rules, not just for employees but also organisation-wide
practices.
Element 2: Develop Human Resource Strategic Plan

Most organisations can’t just create an office space, hand

a person a computer with a few purchased employee
template forms and say, “Boom, we have an HR office
and a plan!”

A human resource management plan includes many

elements and each plan should be designed for individual
types of businesses; not all businesses require the same
elements.

Without a plan with defined directives, if issues occur,

what will you do? That alone is enough reason why you
need to formulate a plan.
Element 2: Develop Human Resource Strategic Plan

Needs Assessment

Take the time to do an assessment of what needs the

organisation has as far as the ‘human’ side of things
goes.

Get input from managers and supervisors.

All of these questions will help you write your Human

Resource Management Plan.
Element 2: Develop Human Resource Strategic Plan

Creating the Plan

Once you’ve written your needs assessment, you can

begin to break up those needs into elements to create
your HR plan.

Set time lines for implementation.

Keep in mind that not every organisation will require the

same items in its HR plan, so be specific about what to
include and exclude.
Element 2: Develop Human Resource Strategic Plan

A strategic plan is a valuable guide to focus time, talent,

and resources in running a successful enterprise.
Element 2: Develop Human Resource Strategic Plan

Develop Risk Management Plans to Support the Strategic

Human Resource Plan

Risks are inevitable. Organisations have a moral and

legal obligation to attend to the safety and well-being of those
they serve, those who work for them and others who come
into contact with their operations.

This is known as ‘duty of care.’

Element 2: Develop Human Resource Strategic Plan

Organisations need to look at the risks throughout their

entire operation and incorporate risk management into all
planning and decision-making.

However, the specific focus of this section is risk

management as it applies to HR activities.
Element 2: Develop Human Resource Strategic Plan

Applying Risk Management to HR

When developing a risk management plan for your HR

activities, there are a number of areas to focus on. This
general list will get you started but it is very important that
all organisations identify and evaluate the risks unique to
their own organisation and industry.

There is a connection between risk management and

liability.

Therefore, it is very important to obtain legal advice about

your risk management plan.
Element 2: Develop Human Resource Strategic Plan

The Risk Management Process

Risk management is a cycle.

That means that it is not something that gets checked off

a ‘to do’ list but it is a continuous activity.

Having a risk management process means that your

organisation knows and understands the risks to which
you are exposed.
Element 2: Develop Human Resource Strategic Plan

It also means that your organisation has deliberately

evaluated the risks and has strategies in place to remove
the risk altogether, reduce the likelihood of the risk
happening or minimise harm in the event that something
happens.
Element 2: Develop Human Resource Strategic Plan

At a very basic level, risk management focuses on two

fundamental questions:

1. What can go wrong?

2. What can we do to prevent the harm from

occurring in the first place and in response to the
harm or loss if it actually happens?
Element 2: Develop Human Resource Strategic Plan

Identify the Risks

The very first step is to identify the risks.

Ask yourself what can go wrong.

Every activity of an organisation poses a risk so

brainstorm and document the risks.

Consider both the general risks (that could happen to any

organisation) and the risks specific to your organisation.
Element 2: Develop Human Resource Strategic Plan

Involving staff, stakeholders and board members in the

risk identification process will give you a comprehensive
picture of the risks based on different people's
involvement in different areas of the organisation.

You may also wish to engage the services and opinions

of an accountant or a lawyer.
Element 2: Develop Human Resource Strategic Plan

Assess the Risks

The next step is to assess each of the risks based on the:

1. Likelihood or frequency of the risk occurring

2. The severity of the consequences.

Using a risk map to plot the likelihood of occurrence and

the severity of the consequences will help you prioritise
your next steps.
Element 2: Develop Human Resource Strategic Plan

Develop Strategies for Managing Risks

Consider the most appropriate risk management

strategies for each identified risk:

• Avoidance

• Acceptance

• Modification

• Transfer or sharing
Element 2: Develop Human Resource Strategic Plan

Implement

When you have decided which risk management

strategies will be the most effective and affordable for
your organisation outline the steps and who is
responsible for each step in the risk management plan.

Communicate the plan and ensure that there is buy-in

from all who are involved in the organisation (staff,
clients, other relevant stakeholders).

Provide training for all organisational staff so they

understand the rationale of the risk management plan as
well as the expectations, procedures, forms, etc.
Element 2: Develop Human Resource Strategic Plan

Monitor

Risk management is an evolving field.

Therefore, it is good practice to keep current and re-

evaluate your organisation's risk management system on
an annual basis.
Element 2: Develop Human Resource Strategic Plan

Risk management is a large and important undertaking.

There must be commitment from the Board to commit the

financial and human resources.

In larger organisations, a risk management committee,

team or department may be formed to handle the risk
management process.
Element 2: Develop Human Resource Strategic Plan

In smaller and medium sized organisations, the

responsibility for developing and implementing a risk
management process will likely fall on the executive
director.

However, paid staff, volunteers - and potentially clients

and other stakeholders, will be very helpful partners in
identifying risks and developing effective strategies to
deal with the risks.

Once the risk management process is in place, everyone

in the organisation has a role to play in identifying risks to
following policies and procedures to completing forms
and reports.
 Implement Human
Element 3:
Resource Strategic Plan
Element 3: Implement Human Resource Strategic Plan

Implement Human Resource Strategic

Plan
Ensuring Everyone is Aware of the Strategy

A strong strategy is helped by:

•A clear organisational structure

•Active involvement of employees

•Employees who have the information and skills they

need to do their job effectively.
Element 3: Implement Human Resource Strategic Plan

Look at overall personnel organisation in your company.

Open communication to employees, local communities,

and shareholders should be a key component of your
HRM strategy and should stimulate your organisation to
continuously improve its performance
Element 3: Implement Human Resource Strategic Plan

Ongoing Evaluation

To ensure long-term success, ensure that you conduct

periodic evaluations of the strategic plan over time.

The strategic plan that you develop for your organisation

(and any consultation that you undertake) should be
aimed at meeting a number of objectives.
Element 3: Implement Human Resource Strategic Plan

These include:

• Values

• Plans

• Culture

• Legal Requirements.
Element 3: Implement Human Resource Strategic Plan

The strategies which your organisation chooses to

develop must meet a number of requirements to ensure
that processes used will best meet the organisation's
requirements.

It is vital when developing the strategic plan for HRM that

you consult a range of stakeholders.

Consultation may be informal or it may be very formal

utilising an official consultation process.
Element 3: Implement Human Resource Strategic Plan

Strategies and action plans need to be continually

monitored to account for any internal or external
developments that occur. Monitoring after implementation
is critical for workforce planning projects. It will enable the
organisation to address and make essential changes to
the action plan as required.

Evaluation works best when it is built into the workforce

planning process from the start. This enables the
identification of measures that act as signals for possible
change. Evaluation strategies are critical for providing
feedback on internal business processes and outcomes,
and for enabling continuous improvement of strategies,
performance and results.
Element 3: Implement Human Resource Strategic Plan

Human resource strategies are usually measured in

terms of implementation or completion of actual
programs/projects. To provide more meaningful
information, however, measures can be designed to
determine the effect the action plans have on the defined
workforce planning issues.

Six monthly or quarterly monitoring of workforce plans is

recommended in order to get a feel for the plan’s
success. All actions and strategies should be routinely
checked to ensure they are being implemented and are
progressing satisfactorily and according to timeframe and
budget.
Element 3: Implement Human Resource Strategic Plan

As well as regular monitoring, a formal evaluation (or

review) of the workforce planning framework should be
undertaken after 12-18 months or at a suitable point in
the overall corporate planning cycle. This is likely to
involve consultation with internal and external
stakeholders.
Element 3: Implement Human Resource Strategic Plan

Methods for obtaining feedback on how well the

organisation has accomplished its action plan and the
effectiveness of its outcomes can include:

• Meetings with management

• Employee and customer surveys

• Analysis of workforce data

• Reviews of progress reports

• Organisational performance assessments.

Element 3: Implement Human Resource Strategic Plan

Key questions you might consider when assessing the

effectiveness of your workforce plan could include:
• Did the projects achieve their objectives?
• Were there any unexpected outcomes?
• Were the actions and strategies completed and
did they fulfil the goals?
• Did the action plan accomplish what the organisation
needed?
• Have conditions changed so that the strategies
and actions need to be modified?
• Are the skills of employees being developed
quickly enough to become effective?
Element 3: Implement Human Resource Strategic Plan

Organisations that do not engage in systematic reviews

of their workforce planning efforts are at risk of not being
able to respond to changes as they occur and may
ultimately not achieve their business goals.
Summary
To develop an HR Strategic Plan:
•Research the need for a strategic plan
•Look at current processes, plans, strategies and
research and look for ways current practice can be
improved
•Develop an overall plan that will allow you to find ways
of improving strategic direction within the organisation
•Implement the plan within the organisation
•Evaluate the processes to ensure they are meeting the
needs of the organisation.
focusing on your training needs

PRECISION GROUP (AUSTRALIA) PTY LTD