Analysis of Human Resource Management Planning and Organizational Strategic Management
The trend of international development has made the competition among organizations extremely fierce, and the organizations have formulated long-term human resource management planning in order to balance the internal strengths and weaknesses and to maintain the competitive advantage in the face of external opportunities and threats. The following is an analysis of human resource management planning and organizational strategic management that I have compiled for you, welcome to read and browse.
The relationship between human resource management planning and organizational strategy
The development of the organization in addition to the opportunities of the environment, but also to develop a strategy suitable for its survival and development, and around this 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's management is increasingly improved, to promote the development of the organization, 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 no specialized departments 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 to:
1. Determine the organization's current mission, goals and strategic management
Organizational goals are the medium- and long-term achievements that the organization hopes to achieve, and clearly define the vision of the organization's development in the next one or two years, and on the basis of which the organization will be sorted out and solidified. 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 basic place to achieve the strategic management of the organization. The key objectives of the organization should be used as the basis for formulating performance objectives, and once set, they should become the objectives of personnel at all levels, so that each member can clearly know his or her own work objectives, and can realize that his or her 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 employees 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 staff.
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, the assessment of the organization's external environment, that is, through the analysis of the organization's strengths, weaknesses, opportunities and threats and comprehensive assessment, the various factors according to the priority or degree of influence, such as sorting, construction of the SWOT matrix, to draw assessment conclusions; and then adjust the organization's resources and organizational strategy to achieve organizational 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. Through comparison with employee training, salary standards, promotion and advancement, etc., and through comparison with the 'operational capabilities of the personnel of enterprises in the same industry, and gradually improve.
(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 human resource management 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 process of strategy implementation, which needs to be carried out in the ? analysis - decision-making - implementation - feedback - re-analysis - re-decision-making - re-implementation? The continuous cycle of realizing the strategic objectives.
(5) Strategy evaluation and control. The last component of the strategic management process is strategic assessment 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 corporate strategies have different needs for human resource management planning. As an enterprise? Strategic partner? s new human resource manager, should be based on corporate strategy and philosophy, to develop human resource management planning to match, and consider whether the planning will help the realization of corporate strategy and ? Landing? , that is, to establish human resource management systems and processes that are compatible with them.
The human resource management planning of the above case enterprise is carried out in accordance with 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 human resource management planning to support the realization of organizational strategy. In the development strategy of the enterprise, its core competence refers to a unique systematic ability to implement the enterprise strategy, which cannot be imitated by competitors. 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 enterprise, the enterprise clarifies what kind of professional talent team (core positions, types, and competencies) it needs to build.
2. By defining the value positioning of employees? Talent acquisition? Rights and responsibilities? Performance measurement, the development of human resources strategy
The enterprise has clearly established what a professional talent team, the next step is to define the value of the employee's position, and the three selective strategic elements of the enterprise? Talent Acquisition, Authority and Responsibility, and Performance Measurement to make choices, and these four define the enterprise'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 and 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 talent needed to determine the enterprise human resource management strategy and management processes, formulate and implement various compensation and welfare policies and employee 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 by developing 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 strategic management of the organization
Human resources managers from playing the role of a single link to the development of the organization? experts in people-related issues? In the process of formulating strategy, strategic human resource management needs to identify and alert decision makers to some of the people-related business issues that may arise, while helping the organization to implement its strategy through the establishment of a sound human resource management system. Strategic human resource management provides both opportunities and challenges for the organization's human resource management intelligence.
2. The strategic partner role of human resource management
When an organization develops a strategic plan, it must identify, analyze and balance the external opportunities and threats, internal strengths and weaknesses it faces. In this regard, human resource management plays an important role. Strategic human resource management helps the organization's strategic planners to accomplish ? Environmental scanning Work, that is, to identify and analyze the external opportunities and threats that are critical to the success of the organization, while human resource management also needs to understand the competitive situation to help the organization develop strategic planning.
3. Enhancing Organizational Competitiveness
Human resources are an important pillar of an organization's competitive advantage, and are constantly improving the organization's competitiveness by monitoring the environment, gathering information, making decisions, and restructuring the organization for resilience. It also builds a pool of human capital to provide organizations with the talent they need to be able to adapt to constant change. As a result, the role of human resource management in improving the competitive advantage of an organization is growing and becoming more and more important.
Organizations link HRM to their strategic goals in order to improve business performance and build an innovative and flexible organizational culture. The organization's strategy determines the direction of its HRM planning, which can integrate the organization's important goals, policies and sequence of actions into an organismic pattern that not only aligns with, but also supports the organization's overall strategy. In a competitive environment, human resource management planning provides a strong competitive advantage to the organization as it participates in the strategic management process of the organization.
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