LESSON 2 - HR PLANNING - Quản trị nguồn nhân lực quốc tế

Section

1

The Environment
of Human Resource
Management 1

Section
Jobs and
Labor 121

C h a p t e r

2

2

Section

3

Talent
Development 279

Section

4

Compensation
399

Section

5

Employee
Relations 527

Human Resource
Strategy and
Planning

Learning Objectives
After you have read this
chapter, you should be
able to:
LO1 Summarize the
organization’s
strategic planning
process.

LO2 Explain the key
differences between
effective and
ineffective strategies
and suggest ways to
implement strategic
asset reallocation.

LO3 Outline how HR’s
strategies are merged
with organizational
strategies and give
two examples.

LO4 Discuss how to
fore the supply
and demand of
Human Resources.

LO5 List options for
handling a shortage
and a surplus of
employees.

LO6 Identify how
organizations can
measure and analyze
the effectiveness of
HR management
practices.

What’s Trending in

HR Strategy and Planning

Over the past several decades, the strategic role of HR has been emphasized because firms realize that high-quality employees are needed
to help them reach strategic objectives. The strategic ­landscape is
­e xpected to continually change as new issues challenge companies to
more effectively use their employees. There are also opportunities that
­c ompanies can seize to be more successful, which all require support
and guidance from HR leaders. These realities require HR departments to
develop people strategies that make sense given current business conditions.
Here’s what’s currently trending in HR strategy and planning:
1. Human resource management is expected to play a more important
­strategic role in organizations in the future. There is much ­discussion
and speculation about how HR groups can fulfill such ­expectations.
2. A number of strategic issues are emerging in businesses today. These
include an emphasis on sustainability (or giving back), a focus on work–
life balance, and the creation of policies that enhance talent.
3. Globalization has d challenges for HR professionals because
strategies often need to be revised to address issues in different areas
of the world. HR needs to evaluate how employees are compensated,
determine if they have a broad understanding of global business, and
­assess whether specific strategies work in foreign worksites.
4. HR planning can be found in the driver’s seat of strategic planning.
­Consequently, HR leaders should be aware of the latest approaches
to help companies find and retain the
...

...
es for more objective
evaluation. They can provide useful assessments about how well HR practices meet
established standards and requirements.

Summary
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The strategy an organization follows is its
proposition for identifying how to compete
successfully and thereby survive and grow.
HR should be involved in developing and
implementing strategic initiatives throughout
the organization.
Strategic planning is a core business process
that results in a road map of organizational
direction.
Strategic HR management refers to the use
of practices to gain or keep a competitive
advantage by aligning individual employee
performance with the organization’s strategic
objectives.
Environmental scanning helps pinpoint
strengths, weaknesses, opportunities, and
threats that the organization will face during
the planning horizon.
HR functions may involve merging
organizational and HR strategies with
offshoring and global staffing strategies.
HR planning must identify the demand for
people and the supply of individuals available.
Managing a talent surplus may require reducing

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work hours, downsizing through use of attrition
and hiring freezes, implementing voluntary
separation programs, and downsizing the
workforce.
Managing a talent shortage may be addressed
through overtime, reducing turnover, using
contingent workers, and outsourcing.
HR plays a crucial role in mergers and
acquisitions, particularly in dealing with
integration and organizational culture issues.
HR effectiveness must be measured using HR
metrics that consider both strategic and
operational effectiveness.
ing allows an organization to
compare its practices against best practices in
different organizations, and HR audits can be
used to get a comprehensive overview of HR
activities.
The balanced scorecard can be a useful
framework to measure and combine
organizational performance measures.
An HR audit is valuable in providing an
overall perspective or a perspective of several
specific areas.

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