Strategy and Human Resource Planning

Question 1

Strategic planning:

Answer 1

Procedures for making decisions
about the organization’s longterm goals and strategies

Question 2

Human Resource planning:

Answer 2

The process of anticipating and
providing for the movement of
people into, within, and out of an
organization

Question 3

Strategic Human Resources Management:

Answer 3

The pattern of human resources
deployments and activities that enable
an organization to achieve its strategic
goals

Question 4

Strategic planning steps:

Answer 4

1-Mission vision and values
2-Internal and External analysis (Swot analysis)
3-Strategy Formulation
4-Strategy implementation
5-Evaluation of strategy

Question 5

Step 1: Mission, vision, value:

Answer 5

Mission: The basic purpose of the organization
as well as its scope of operations
Strategic Vision: A statement about where the company
is headed and what it can become in the future;
clarifies the long-term direction of the company
and its strategic intent
Core values: The strong and enduring beliefs and
principles that the company uses as a foundation
for its decisions

Question 6

Step 1:Environmental Scanning:

Answer 6

The systematic monitoring of the major external forces
influencing the organization
-Economic and Ecological
-Tech
-Demographic
-Social changes
-Legal

Question 7

Step 2: External Analysis

Answer 7

Rival firms
New entrants
suppliers
substitutes
customers

Question 8

Step 3: Internal Analysis

Answer 8

-Culture, composition, capabilities
-Core Capabilities: integrated knowledge sets within
an organization that distinguishes it from its
competitors and deliver value to customers
(process, tech, people)
-Cultural audits
-Human Capital readiness( Evaluating the availability of critical
talent in a company and comparing it to the firm’s supply)

Question 9

Step 3: Internal analysis (specifically forecasting)
Demand and 5 way to figure out supply

Answer 9

-Forecast demand (Quantitive- Trend Analysis) (qualitative- opinion based)

• forecast supply of labor
  (Staffing tables-Graphic representations of alljobs, and numbers of employees currently occupying those jobs and future )
  (Markov- tracking the pattern of employee movements through jobs)
  (Skill Inventories- Files of personnel education,
  experience, interests, and skills that allow managers to quickly match job openings with employee backgrounds)
  (Replacement Charts- Listings of current jobholders and
  people who are potential replacements if an opening occurs)
  (Succession planning- The process of identifying, developing, and tracking key individuals for executive positions)

-balancing them

Question 10

Step 4: Formulating Strategy

Answer 10

-Swot Analysis
Pick a business strategy:
-Low-cost Strategy (keep costs low to offer attractive prices) or
-Differentiation strategy(providing unique value)
Pick an alignment:
Vertical: Focuses on the connection between the business
objectives and the major initiatives in HR OR
Horizontal: Aligning HR practices with one
another internally to establish a configuration that is
mutually reinforcing

Question 11

Step 5: Strategy Implementation

Answer 11

-Reconcile supply and demand
if Suprplus (Layoff, attrition, termination strategies)
If shortage (Hire full time, work over time, part time employees, and temporary staffing agencies)

Question 12

Step 6: Evaluation and Assessment

Answer 12

Benchmarking: The process of comparing the organization’s
processes and practices to those of other
companies
Use a balance scorecard based on: Financial, customers, processes, learning

Question 13

Ensuring Strategic Flexibility for the future:

Answer 13

Organizational capabilities: Capacity of the organization to continuously act and change in pursuit of sustainable
competitive advantage

Coordination Flexibility: The ability to rapidly reallocate resources to new or changing needs

Resource Flexibility: Having human resources who can do many
different things in different ways