STRATEGIC

HUMAN RESOURCE
PLANNING
Mamun Muztaba
AMC, BIM

Course outline - SHRP

The early days

Initially strategos refered to a role (a general in command
of an army).
Later it came to mean the art of the general, which is to
say the psychological and behavioral skills with which
he occupied the role. \\
By the time of Pericles (450 BC) it came to mean
managerial skill (administration, leadership orienta-tion,
power).
And by Alexanders time (330 BC) it refered to the skill of
employing forces to overcome opposition and to create
a unified system of global governance

What is Strategy?
It derives from the Greek "" (strategia),
"office of general, command, generalship".
Strategy describes how an organization intends to
achieve its objectives and mission.
A method or plan chosen to bring about a desired
future, such as achievement of a goal or solution to a
problem.
The art and science of planning and marshalling
resources for their most efficient and effective use.
The term is derived from the Greek word for
generalship or leading an army.
A strategy is a set of objectives, policies and plans
that, taken together, define the scope of the
enterprise and its approach to business.

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The strategy
is about winning !
Strategy is the
formulation of
organizational
missions, goals,
objectives and
action plans.

Three Subsidiary
Concepts to Strategy
Competitiv
e
advantage
Distinctive
capabilities

Strategic
fit

Michael Porter (1985) Firms

select markets in which they can
excel and present a moving
target to their competitors by
continually
improving
their
position

Distinctive
capabilities
are those characteristics
that cannot be replicated
by competitors, or can
only be imitated with
great difficulty.

A firm must match its

capabilities
and
resources
to
the
opportunities available in
the external environment.

Purpose of Planning
Planning

The
process of setting
goals
and
courses of action,
developing rules
and procedures,
and forecasting
future outcomes.

Set the standards

to facilitate control

Provide
direction

Managers
engage in
planning
to:

Minimize waste and

redundancy

Reduce the
impact of change

Strategic Planning and

Human Resources
Strategic Planning
Procedures for making decisions about the organizations
long-term goals and strategies

Strategic Human Resources Management (SHRM)

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

Human Resources Planning (HRP)

Process of anticipating and making provision for the
movement (flow) of people into, within, and out of an
organization.

--Reciprocal
Reciprocal and
and interdependent
interdependent relationship
relationship
-Environmental
-Environmental scanning
scanning critical
critical for
for both
both

Human Resources
Planning

Strategic
Planning

Characteristics of an
Effective HRM Strategy

The purpose of HR strategy is to capitalize on the distinctive competencies of

the organization and add value through the effective use of human resources.

External and Internal Fit:

Fit is an important consideration when designing HR programs. We look at two
types of important fit:
1. Fitting HR strategy to overall organizational strategy (External fit),
(HR managers must be included in strategy discussions to be sure this happens)

2. Linking the various HR programs to other functional areas and to each other
(Internal fit).
- A fit with other functional areas, such as marketing.
- And a fit among all HR programs.
Focused on Results
The hard work of deciding on strategy is not its formulation but its
implementation and the tracking of results. The HRM strategy must be result
oriented and measurable.

The Process View of

Strategy
Competitive & Industry
Analysis

What is our business ?

How do we create value ?

("Where do we stand?")

What are our organizational and/or

technological capabilities ?
Strategy formulation
("Where do we want
to go ?")

Implementation and
Control
("How do we get there?")

Who are we in business with ?

How is our business/industry changing ?
What drives this change ?
What are our strengths and weaknesses ?
What opportunities open up, and what threats exist ?

References:
Strategic Human Resource Planning
(- Kenneth J. McBey & Monica Belcourt)

Human Resource Planning

(- Dipak Kumar Bhattacharyya)

Human Resource Management

(- Gary Dessler & Biju Varkkey)

End of Session

Thank You