Human Resource Management Planning and Organizational Strategic Management

Human Resource Management Planning and Organizational Strategic Management

The trend of international development has made the competition among organizations extremely fierce, and the organizations, faced with external opportunities and threats, have formulated long-term human resource management planning in order to balance their internal strengths and weaknesses and to maintain their competitive advantages. Such planning should not only be consistent with, but also support the organization's overall strategy. Here is what I have brought to you about human resource management planning and strategic management of the organization, welcome to read.

The relationship between human resource management planning and organizational strategy

Organizational development, in addition to the opportunities of the environment, but also to develop a strategy suitable for its survival and development, and around the strategy requires the relevant departments to make adjustments, improve the safeguards. The safeguards require human resource management planning proactively involved in the process of planning, implementation, evaluation and monitoring of organizational strategy, so as to provide a competitive advantage for the organization. Therefore, organizational strategy requires internal human resource management to be strategic, and the relationship between the two is mainly manifested in the following: First, organizational strategy needs human resource management to be fully involved in the process of formulating strategy to help the organization to identify the human-related operational problems it faces; Second, in order to ensure the effective implementation of organizational strategy, human resource management is required to cultivate employees who have the ability to develop operational capabilities, professional and technical capabilities, change management capabilities, and comprehensive capabilities as an important planning and implementation of organizational strategy. and comprehensive capabilities as one of the important planning; third, through the development and coordination of human resource management, to ensure that the organization management is increasingly improved, to promote organizational development, and to enhance the organization's competitive advantage; fourth, in order to improve the organization's business performance, and to cultivate an innovative and flexible organizational culture, human resource management planning should be centered on this purpose, and human resource management activities should be linked with the organization's strategic objectives, to Become a strategic partner of the organization.

A private enterprise in the 1990s was established at the beginning of the main business project is the disposal of medical waste, in the enterprise leadership and market management staff's hard work, and the enterprise cooperation with medical institutions from the initial three to dozens of Shanghai, Nanjing, Chengdu, etc., and in 2000, the establishment of the environmental protection science and technology parks. 2001 the end of the enterprise formulated a five-year development strategy, the main content of the following : complete dozens of medical waste disposal of new projects to open up and market access; actively introduce foreign investment, complete the cooperation project with a European country, the realization of all product demonstration and market access; the establishment of environmental protection equipment company, complete the approval and construction, infrastructure, workshop construction, product access and so on.

At that time, the enterprise did not formally establish the human resources department, and did not develop human resources management planning. Since May 2002, employees have complained about low wages, little room for promotion, and few training opportunities. Because the general manager is busy with foreign cooperation affairs, did not pay attention to the problems raised by the staff, and there is no special department and personnel to communicate with the staff in a timely manner, resulting in a large number of employees have resigned, not only so that the new project does not have the appropriate personnel to take over, but also the existing project has a shortage of personnel; even if it is the incumbent staff, most people are also full of grievances. The company was almost paralyzed after half a year, and the profit of the year was not only not realized as expected, but also 35% lower than that of 2001.

In response to these problems, in early 2003, the enterprise set up a human resources department, recruited experienced human resources managers, combined with the enterprise's five-year development strategy, formulated a human resources management plan, and made it a favorable guarantee for the enterprise to achieve the strategic objectives.

Regardless of the size of the organization, the human resources department should be based on the different stages of development of the enterprise, the development of suitable for the needs of the enterprise and help the enterprise to be in an advantageous position of human resources management planning, in order to ensure the effectiveness of human resources supply to meet the needs of long-term development of the enterprise.

How to conduct organizational strategic management

Strategic management is a set of management decisions and actions that determine the long-term performance of an organization. The strategic management of an organization encompasses almost all of the basic management functions of the organization, which means that the organizational strategy must be planned, defined, implemented, evaluated and controlled. The strategic management process is all about corporate strategy. To maintain the long-term competitive advantage of the organization, it is necessary to develop a corresponding long-term strategic development plan. Using the SWOT (Strengths, Weaknesses, Opportunities, Threats) methodology to analyze the situation facing the organization, to gain a deep understanding of its own resources and capabilities, to take effective management measures, and to identify the critical success factors that affect the development of the enterprise. Through the implementation of this strategic management process, in the organization's current internal and external environments, choose the optimal way to maximize the advantageous allocation of existing resources. The way to implement organizational strategic management is:

1. Determine the organization's current mission, goals and strategic management

Organizational goals are the organization's hopes for medium- and long-term achievements, a clear vision of the organization's development in the next one or two years, and on the basis of which to sort out and solidify. As the direction of the development of career planning for each member of the organization, they reflect the process of how to be put into practice. After determining the development vision and mission of the organization, key objectives should be extracted as the realization of the organization's strategic management . The basic place. The key objectives of the organization should be used as the basis for formulating performance objectives, and once set, they should be the objectives of personnel at all levels, so that each member can clearly know his or her own work objectives, and can realize that their own efforts can have a very important impact on the organization's contribution, which will help to form a team spirit within the organization, and to promote the initiative of the staff to participate in the management of the organization, and to create an atmosphere of courage to take responsibility. This requires managers to realistically reflect the current real situation of the organization and use it as a basis for determining goals and strategies suitable for the survival and development of the organization, in general once a year to sort out. After determining the organization's mission and goals, they cannot be changed arbitrarily and are promoted to all employees.

2. Evaluation conclusions through SWOT analysis

SWOT analysis is a method that can more objectively and accurately analyze and study the reality of an organization. The way of analysis is, through the organization's internal resources, capabilities, assessment of the organization's external environment, that is, through the analysis of the organization's strengths, weaknesses, opportunities and threats and comprehensive assessment, will be derived from a variety of factors according to the priority or the degree of influence, such as sorting, constructing the SWOT matrix, to draw conclusions about the assessment; and then to adjust the organization's resources and organizational strategy in order to achieve the organization's goals. The process and results of the analysis is the key to the implementation of the strategic management process of the organization, is the premise and foundation of the organizational strategy to achieve the desired results.

(1) external environment analysis. External environment analysis is a key step in the strategic management process, mainly through the examination of the organization's operating environment, analysis of the organization faces a variety of strategic opportunities and various threats. They are the favorable and unfavorable factors of the external environment that have a direct impact on the development of the organization, which are objective factors. Gradual improvements are made through comparisons with employee training, salary standards, promotion and advancement, and through comparisons with the operational capabilities of personnel in companies in the same industry.

(2) internal environment analysis. Internal environment analysis is to analyze the organization's own strengths and weaknesses, can obtain important information about the organization's specific resources and capabilities. And these specific resources and capabilities that the organization has are the organization's core competencies, i.e., the organization's main value-creating skills, which determine the organization's competitive weapons. They are the positive and negative factors of the organization's existence in its development and are active factors. The organization should accurately assess each resource to determine whether the various resources are advantageous or disadvantageous in relation to the organization. In this analysis process, the human resource management function is required to play a role in analyzing the strengths and weaknesses within the organization.

(3) Strategy development. Organization through the completion of the analysis of environmental factors and the construction of the SWOT matrix, you can formulate a suitable organizational strategic plan, determine the strategic focus and quantitative goals, using a top-down approach to the decomposition of the objectives, to determine the organization of each member of the position of the specific assessment indicators, and make full use of the assessment results to measure the completion of the corporate strategy, and gradually promote the enhancement of the enterprise sustained competitive advantage. In the process of formulating strategy, it is crucial to take into account all human-related issues, which are identified in the human resource management function. The mechanism or model that integrates the HRM function into the strategy formulation process is more conducive to helping organizations make specific and effective strategic decisions.

(4) Strategy implementation. Strategy implementation determines the success of organizational strategy. Organizational strategy can be successfully implemented, mainly depends on six important factors: organizational structure, task design, personnel selection, training and development, compensation system, information type and information system. The six factors are interrelated and are indispensable. Implementing organizational strategy is the action phase of the strategic management process, which is more important than developing strategy. Strategy implementation is a dynamic top-down management process. The so-called "dynamic" mainly refers to the implementation of strategy in the process, the need to "analysis - decision-making - implementation - feedback - re-analysis - decision-making - re-implementation" in the continuous cycle to achieve strategic goals.

(5) strategic assessment and control. The last component of the strategic management process is strategic evaluation and control, the main work of this stage is to establish control systems, monitor performance and assess deviations, control and correct deviations. By evaluating the effectiveness of the strategy, it is decided whether necessary adjustments should be made. It is also extremely important for an organization to regularly monitor the strategy itself and the strategy implementation process effectively. The organization's strategy implementation process and the resulting benefits, through the strategic assessment and control can find problems, and for problems in the organizational structure and strategy and other aspects of the adjustment.

As in the above case, the enterprise in the formulation of corporate strategy, due to the initial period did not establish a human resources department, human resources management functions are not involved in the analysis of the organization's internal and external strengths and weaknesses, which led to the implementation of the enterprise's strategy is not as smooth as expected.

Models of human resource management planning participation in the process of organizational strategic management

Human resource strategy, as one of the most important functional strategies, is governed by corporate strategy and reacts to corporate strategy. Different business strategies have different needs for human resource management planning. As a new type of HR manager of the enterprise "strategic partner", according to the enterprise strategy and concept, should be formulated to match the human resource management planning, and consider whether the planning will help the realization of the enterprise strategy and "landing", that is, to establish the human resource management system and the concept to match its

The above mentioned cases are not the same as the ones mentioned above, but they are the same as the ones mentioned above.

The human resource management planning of the above case study is carried out according to the following steps:

1. Combined with the core values of the enterprise, it is clear that the enterprise needs to build a team of what kind of professional talent

This is the key to the human resource management planning to support the realization of organizational strategy. In the development strategy of the enterprise, its core competence refers to the implementation of the enterprise strategy, competitors can not imitate the unique system of competence. Different corporate strategies require different core competencies. Similarly, the core values of an enterprise also influence and determine human resource management planning. However, core competencies are embedded in individual employees, implemented by employees, and amplified by the corporate culture and mechanisms for employees to carry the competencies. By identifying the core competencies and combining them with the core values of the company, the company clarifies what kind of professional talent team (core positions, types, and competencies) it needs to build.

2. Develop HR strategy by defining the value positioning of employees - talent acquisition - authority and responsibility - performance measurement

After defining what kind of professional talent team to build, the company then defines the value positioning of employees, and then defines what kind of professional talent team to build. employee value proposition and make choices about the three selective strategic elements of the organization - talent acquisition, authority and responsibility, and performance measurement - which define the organization's human resource management planning.

(1) Define the value positioning of employees. Employee value positioning is defined from the perspective of the individual employee's implied relationship with the enterprise. Value positioning determines the enterprise can attract and retain what kind of talent, especially the core team, position, talent. In a sense, the core talent determines the value positioning of employees.

(2) three selective strategic elements. First, the way of talent acquisition, that is, the way in which the enterprise's talent through which to obtain, there are mainly two kinds of external recruitment and internal training, the difference between the two is different. All enterprises need to cultivate talents, the question is how many proportion of experienced candidates should be in the recruitment process, and at what level of configuration? If internal talents are not enough to assist the enterprise to make improvements, the focus should be temporarily shifted. The second is the way of assuming authority and responsibility, i.e. whether the work and responsibility of employees is team or individual focused, and whether the two need to maintain an appropriate balance. Thirdly, the way of performance measurement, i.e. whether the enterprise emphasizes on short-term benefits or long-term achievements, and the nature of the enterprise's business largely influences the employees' choices. The enterprise through the above definition of the main elements of human resource management planning, and combined with the internal and external environment and business development, using SWOT analysis tools for further analysis, and ultimately developed human resource management planning.

3. Based on the human resource management plan, formulate human resource management strategies and processes.

The enterprise from the organizational structure and job design, recruitment, selection, staffing, personal development, performance incentives and training of various types of talent required by the enterprise, to determine the enterprise's human resources management strategy and management processes, the development and implementation of various compensation and welfare policies and employee career plan. At the same time, the enterprise also timely adjusted the organizational structure, on the basis of the original department, adjusted the investment and development department, audit department, etc., to further improve the management of the functional institutions; the establishment of incentives and constraints mechanism, selecting and sending the best employees in batches to study abroad and further training, fully mobilized the enthusiasm of the staff to stimulate their potential, restoring their morale, and the enterprise's economic efficiency is improving. 2007 the enterprise has achieved the five-year plan, the performance incentives and cultivation of all kinds of talents needed to define the enterprise human resources management strategy and management processes, the development and implementation of various compensation and welfare policies and staff career plan. In 2007, the enterprise has realized the five-year plan, the establishment of the environmental protection industry as the main body, the diversified development of the marketing network, now has more than 35% of the market of the national health care institutions, to achieve sustainable development of enterprises.

Human resource management planning can also be put into practice through the development of action plans, budgets and processes. At the same time, the roles and behaviors of managers should also be planned in the action plan, because no matter how good the HRM plan is, the roles and behaviors of managers are enough to influence the success or failure of its implementation. Departmental managers should make HRM a major part of their work and improve their HRM skills by receiving training; while the HR department should support and advise managers and establish a unified HRM platform. With these efforts, human resource management planning in the process of achieving organizational strategy will continue to decompose and implement, until fully penetrated and integrated.

The role of human resources planning in the organization's strategic management

Human resources managers from playing the role of a single link to the development of the organization's "experts on people-related issues", its role is mainly reflected in:

Strategic human resources management. Strong> 1. Strategic Human Resource Management