Any business to become a knowledge business – depends on the quality of its staff, its adaptability towards growth of markets and competition for staff – with other sectors, with other institutions, staff productivity & performance.
In this age of globalisation, change management, to cope up with legal environment – health and safety, conditions, equal opportunities, adaptability & flexibility are the foremost factors required to sustain oneself in the competitive world.
Planning can be at 3 levels
Strategic or Corporate Plan – sets overall aims and objectives
Operational or Tactical Plans – set specific targets and actions, by organisational units
Individual Plans – what the individual has to do
A Human Resources Strategy will aim to create and maintain a workforce that is well motivated, appropriately trained, equitably rewarded and which performs effectively in pursuing the organisation’s objectives. It important to understand the external environment, changing demand for subjects and research can mean too few or too many staff in particular areas, knowledge of market data – demand and supply of different categories of staff. Second is review of current performance in HR related areas – recruitment and retention, employment relations, equal opportunities. Third, data provision eg length of service, staff movements, nature of contracts, age, sex, salaries, ethnicity, broken down by organisational units, staff surveys – satisfaction, training needs
Three key elements for importance of HR involvement in strategic and operational planning are :
Diagnostic – a comprehensive and systematic evaluation of current practice and performance to identify both where improvement is required and where policies and institutions are working well
Aspirational – a vision of effective HR practices which produce specific outcomes that contribute to achieving the institution’s strategy, underpinned by clear values and principles
Developmental – a plan for achieving...