HUMAN RESOURCES PLANNING April 11, 2011

The business factors that underpin human resource planning in an organization:The factors: The factors have been deliberately simplified a very complex area into a number of key factors: 1. 2. 3. 4. 5. 6. 7. Gets the basics right Supports people management Achieves desired results for the business Has a compelling employee proposition Aligns and integrates with the business Proactively leads the people agenda Creates value, innovates and demonstrates impact.

Each factor has been discussed in below:

Laying the foundations: getting the basics rightAt the beginning, an organization places the need to be efficient and cost effective in service delivery and support to the line. Getting the basics right, both in administration and in core routine processes, is vital to gaining the trust of the organization in HR and to people seeing it as an effective function. The foundations present the indicators of the two factors that make up the foundations. Supports people management at its basic is also the precursor to HR being able to facilitate people management. The foundations 1. Gets the basics right Supports people management delivers excellent services via high speed, low cost processes over the long term, not just the short term standardizes policies, systems & processes where the advantages of commonality outweigh any resulting inflexibilities earns credibility by delivering excellent administrative support & processes for employee personnel transactions & contractual arrangements Implements automated &/or outsourced processes where real benefits to HR and its customers can be demonstrated against the investment needed

HUMAN RESOURCES PLANNING

Page 1

HUMAN RESOURCES PLANNING April 11, 2011

2. Supports people management manages risk to ensure organization is legally compliant yet meets organizational needs advises managers on difficult absence, employee relations, capability or performance issues, balancing local with organizational needs equips managers to implement recruitment & development processes that draw upon good practice ensures the right people with the right skills are recruited for the right jobs in time The need to be strategic has somewhat marginalized the provision of slick and efficient transactional processes for common activities such as recruitment, training and pay. However getting these rights frees up the time and energy of individuals and their line managers which can then focus on making the right decisions not to chase HR for routine information

The building blocks: HR unique selling proposition3. Achieves desired results for the business provides a fit for purpose infrastructure (policies and processes) to support organizational performance tailored to local as well as organizational needs develops a workforce strategy to meet organizational needs for skills now and in the future Implements people-centric change programmes to create value through people for the organization HR function has a clear purpose, structures itself in the most effective way and regularly communicates what it does has highly expert & visible professionals with clearly defined roles & invests in its own staff development 4. Has a compelling employee proposition fosters a culture of high performance by providing high value added systems & processes & equips managers & employees to implement these attracts, develops and retains diverse talent against an identification of organizations needs now & in the future

HUMAN RESOURCES PLANNING

Page 1

HUMAN RESOURCES PLANNING April 11, 2011

provides outstanding learning & development opportunities to support managers get the best from staff proactively develops partnerships with managers based on a shared understanding of the impact of people management on the business facilitates managers to build employee engagement, commitment and motivation & understand how it links to individual performance

At the top: being strategicThe pinnacles 5. Aligns and integrates with the business ensures line of sight at all times with the organization aims & its customers acts strategically to influence business decisions & provides solutions to meet changing business needs before they arise integrates all of what HR does with people management & development activities to form a coherent whole appropriately challenges when required forms internal & external strategic alliances & partnerships scans horizon to anticipate upcoming issues legislative, labor market, reputational

6. Proactively leads the people agenda focuses on people issues that really matter to the business helps create & support the strategic readiness of the organization & leads/contributes to change programmes Acts as the collective conscience of the organization, ensures that ethical behaviors are set & maintained & champions a value & community-based culture

HUMAN RESOURCES PLANNING

Page 1

HUMAN RESOURCES PLANNING April 11, 2011 acts as ambassador & expert lead for people management & development & mentor for the profession

Enabling world-class HR7. The enablers: creating value, innovation and demonstrating impact promotes what benefits the organization derives from HR services both internally and externally regularly seeks feedback from customers on its services and acts on improvements needed benchmarks its practices externally and internally learns from other functions (e.g. branding from marketing) continually seeks to improve and innovates in policies, organization/work design and practices energizes the organizational by building social, emotional & intellectual capital via innovative networks promotes continuous performance measurement and improvement to ensure key metrics are identified and met which are reflective of real added value to the organization

HUMAN RESOURCES PLANNING

Page 1