Hrp Case Study

736 Words 3 Pages
Objective 1: Define human resource planning (HRP) and understand its crucial relationship with strategic organisational planning
The purpose of human resource planning is to ensure that organisational objectives are met through the effective utilisation of an organisation’s human resources. It is essentially an ongoing process, focused on the long term, but cognisant of changes in both the internal and external environments in which these organisations operate. In reality, HRP must be a series of processes, with long-, medium- and short-term contingency options, in order to comprehensively reflect HR strategies and to modify associated HR functions. HRP is concerned with matching labour demand and supply projections within the internal and external contexts of organisations. An emphasis of HRP is that planning is an important process of management, with HR planning providing the foundation for an effective HR program. HR planners, rather than devising their plans in isolation, are involving organisational managers, employees, customers and suppliers in the formulation of their HR plans.

Objective 2: Appreciate the links between HRP and strategic human resource management
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HRP can assist by anticipating, preventing and resolving staffing problems in order to ensure the achievement of organisational objectives. The nature and stage of organisational development will also influence HRP corporate strategic plan integration. Strategic planning is the process of setting major organisational objectives and developing comprehensive plans to achieve them. The steps that should be followed include: defining the corporate philosophy, scanning both internal and external environments, evaluating the strengths and weaknesses of the organisation, developing objectives and goals, and then formulating suitable strategies. Frameworks that can be used include the SWOT analysis, which seeks to analyse in detail the strengths, weaknesses, opportunities and threats facing organisations in the foreseeable future; the PEST analysis, which looks at challenges and opportunities in the political, economic, social and technological environments; and Strategic Capability Analysis, which explores crucial individual, section and organisation capabilities in response to national, regional and global

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