The overarching concept of human resource strategic plan implies the activities that HR managers conduct in order to meet organizational goals and objectives. The primary strategic plan the human resources managers have to take is related to performance tracking of employees. The primary strategic direction and objective of a human resource managers are to direct the employees towards right path so that they can meet organizational goals (Bailey et al. 2018). Strategic planning is a long-term goal which is amended as per different business situations demand.
In order to identify emerging practices and trends of human resource management an effective environmental analysis of Australia is conducted. As per political and legal factors associated with the soil of Australia, the government has maintained a stable and flexible political set up where taxation policies are very much transparent. Human resources managers while recruiting employees do not have to be influenced at the decision of Australian political parties (Jackson, Schuler & Jiang, 2014).
Regulations related to recruitment and sustainable policies are very much transparent and strictly maintained. As a result, new applicant does not have to face challenges in showing their skills and competencies. Like the same way, Australia is out an out economically developed country having possessed with advanced technology. In such a country like Australia the human resource managers do not have to face challenges in finding out those employees who are technologically well advanced (Buller & McEvoy, 2012). It leaves a major positive impact on the overall success of business.
Task 1: HR Implementation Plan
Monitor and review planning:
Implementation of strategic planning is not the only method that human resource managers have to follow. In order to evaluate the success of strategic planning the human resource managers have to monitor and review the plan from different perspectives. Review should be gathered from the perspective of employees in order to know their point of view (Cooke, Saini & Wang, 2014). If the review comes as negative, the HR department has to change the plan immediately. The performance of an organization is entirely dependent on the satisfaction rate of the employees (Kramar, 2014). However, review is collected from management level as well whether they are flexible with implemented strategic planning or not.
Adapt plan in case of circumstance changes:
|
Forecasted resources |
Actions required |
Timeframe |
Responsibility |
|
Workplace |
Hire more employees for providing effective support |
1-5th November |
HR department |
|
Skill and knowledge |
Update knowledge by taking assistance from seniors and guide |
5-10th November |
HR department |
|
Technology |
Attend training for enhancing skill |
10th-11th November |
HR department |
|
Budget |
Increase sales volumes and number of target audience |
11th-15th November |
HR department |
|
Recruitment methods and procedures |
Upload criteria on online job portals |
15th-20th November |
HR department |
|
Selection method and procedure |
CV shortlist and conducting interview |
20th-25th November |
HR department |
|
Training and development |
Provide trainers and implement training plan |
20th-25th November |
HR department |
|
HR priorities |
Increase the department by hiring more workforce |
25th-30th November |
HR department |
|
Risk management |
Conduct in-depth research on current market demand |
1st-5th December |
HR department |
|
Cost-benefit analysis |
Evaluation plan based on invested cost and total number of sales |
5th-10th December |
HR department |
|
Evaluation against objectives |
Involve R&D department for evaluating whether HR managers can meet organizational objective or not. |
10th-15th December |
HR department |
Task 2: Gnatt Chart
|
Main activities/ stages |
Nov |
Dec |
Jan |
Feb |
March |
April |
|
Hire more employees for providing effective support |
||||||
|
Update knowledge by taking assistance from seniors and guide |
||||||
|
Attend training for enhancing skill |
||||||
|
Increase sales volumes and number of target audience |
||||||
|
Upload criteria on online job portals |
||||||
|
CV shortlist and conducting interview |
||||||
|
Provide trainers and implement training plan |
||||||
|
Increase the department by hiring more workforce |
||||||
|
Conduct in-depth research on current market demand |
||||||
|
Evaluation plan based on invested cost and total number of sales |
||||||
|
Involve R&D department for evaluating whether HR managers can meet organizational objective or not |
Table: Gnatt Chart about human resource planning
(Source: As created by the author)
Task 3: Risk analysis
In order to implement a specific business strategy and policy the organization has to face innumerable challenges and uncertainties. Before analyzing the risk factors the study has evaluated effective human resource management plans. In order to implement these plans the business experts have to face immense barriers and risk factors. However, the risks impacting on organizational performances are as follows:
In order to obtain senior management support the human resource managers after making strategic planning session tends to make in-depth discussion with the senior managers Paillé et al. 2014). They have to know whether they support the plan or not and what the expected outcome of this plan.
Overall clips about risk analysis:
However, in order to overcome these risk factors the human resource managers would have to implement alternative plans and policies that can support in managing the risk factor.
On the other hand, the overall risk analysis is constituted with two major ways:
Internal risk factors:
Maintaining organizational structure is a basic need that every human resource has to follow. The HR managers have to maintain appropriate hierarchy by recruiting managers in every department. However, if the organization does not have proper structure the entire operation process has to face major risks (Wolf & Floyd, 2017). The human resource managers have to follow organizational policies such as employability act, data protection act, anti-discrimination act and so on. Due to the lack of maintaining these Politics the organization may have to face challenges in running their business effectively. If the human resource managers are not competent enough to management entire recruitment and selection policy effectively the organization face risk in maintaining risk (Storey, 2014) Therefore mismanagement has become a major issue in the overall business scenario. Due to the lack of proper resource and innovation the organization has to face risk factors.
External risk analysis:
Economy is a major challenge and risk factor due to which business organizations fail to maintain its sustainability (Flamholtz, 2012). If the organization faces challenges in gaining effective organizational profitability the human resource managers have to face challenges in economy. Instable Political set-up and lack of implementing legal factor is a major challenge. Socio-cultural risk arsis when the employees fail to communicate with each other due to the cultural barrier (Johnston & Bate, 2013). If the employees fail to use technology properly, it may be a major risk for them to deliver effective services.
Task 4: Contingency Planning
List the contingencies:
Contingency planning:
The primary purpose of contingency planning is as follows:
After prioritizing on the purpose of contingency planning the human resource managers have implemented some of the major plans.
Conclusion:
As per the organizations established in Australia, the human resource managers are facing same difficulty in dealing with the employees. HR managers are unable to locate the future needs of employees. As a result, employees are getting de-motivated in performing well towards the services (Brewster, 2017). However, while analyzing the future needs of the employees it is identified that flexible work environment, rewards, recognitions, and agile workspace are the primary needs of employees working in Australian organizations. As per skill requirements, the employees need to have more technological skills in controlling entire operation process more efficiently. As a source of labour supply, various online job portals are the best choices to find out skilful and competent employees.
New technology has immense positive impact on job roles and job designs. With the help of emerging technology, the human resource managers are very much comfortable in designing new job roles with particular specifications (Kaufman, 2012). New technology is simultaneously giving innovative job rolec1. For an example, the role of an efficient data entry executive is to maintain internal data of organization (Cassidy, 2016).
This particular job role is created after the emergence of new technology. As a result, the organization is successfully able to maintain record of accomplishment of organizational profitability. As a result, the entire process of operation is under control and the human resource managers get the scope of keeping appropriate data record about entire business process. Based on the job roles the HR managers intend to design job responsibilities and their recruitment and selection criteria in accordingly.
Reference List:
Akingbola, K. (2013). A model of strategic nonprofit human resource management. Voluntas: International Journal of Voluntary and Nonprofit Organizations, 24(1), 214-240.
Bailey, C., Mankin, D., Kelliher, C., & Garavan, T. (2018). Strategic human resource management. Oxford University Press.
Brewster, C. (2017). The integration of human resource management and corporate strategy. In Policy and practice in European human resource management (pp. 22-35). Routledge.
Briscoe, D., Tarique, I., & Schuler, R. (2012). International human resource management: Policies and practices for multinational enterprises. Routledge.
Buller, P. F., & McEvoy, G. M. (2012). Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), 43-56.
Cassidy, A. (2016). A practical guide to information systems strategic planning. Auerbach Publications.
Cooke, F. L., Saini, D. S., & Wang, J. (2014). Talent management in China and India: A comparison of management perceptions and human resource practices. Journal of World Business, 49(2), 225-235.
Flamholtz, E. G. (2012). Human resource accounting: Advances in concepts, methods and applications. Springer Science & Business Media.
Jackson, S. E., Schuler, R. S., & Jiang, K. (2014). An aspirational framework for strategic human resource management. The Academy of Management Annals, 8(1), 1-56.
Johnston, R. E., & Bate, J. D. (2013). The power of strategy innovation: a new way of linking creativity and strategic planning to discover great business opportunities. AMACOM Div American Mgmt Assn.
Kaufman, B. E. (2012). Strategic human resource management research in the United States: A failing grade after 30 years?. Academy of Management Perspectives, 26(2), 12-36.
Kramar, R. (2014). Beyond strategic human resource management: is sustainable human resource management the next approach?. The International Journal of Human Resource Management, 25(8), 1069-1089.
Paillé, P., Chen, Y., Boiral, O., & Jin, J. (2014). The impact of human resource management on environmental performance: An employee-level study. Journal of Business Ethics, 121(3), 451-466.
Sikora, D. M., & Ferris, G. R. (2014). Strategic human resource practice implementation: The critical role of line management. Human Resource Management Review, 24(3), 271-281.
Storey, J. (2014). New Perspectives on Human Resource Management (Routledge Revivals). Routledge.
Wolf, C., & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda. Journal of Management, 43(6), 1754-1788.
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