HR Management’s Role in Strategic Planning The strategic planning of an organization depends on the Human Resources Management to a great extent, as HRM plays an important role throughout the life span of an employee in the organization, including recruitment, training, development and retention. These are discussed in the following sections. Recruitment: A company having a strategic vision will require a continuous supply of resources (personnel). These needs are then communicated to the HR management as and when the requirements arise. A thorough job analysis is then conducted by the HR.
(Bach, 2005). According to Barber (1998), effective recruitment is essential for an organization’s success, thus after the job analysis phase, the job specification or behavioural competencies are understood, and people with the appropriate skills who would meet the requirements are acquired. It is the role of the HR management to ensure that the resources recruited strategically fit into the organization and contribute positively towards achieving the strategic vision. Retention: Every organization, irrespective of the existence of a retention problem, should have a retention plan. In many cases the retention plan is developed by the Human Resources Management by collecting data from attitude surveys, salary surveys, training needs analyses and exit interviews (Heery and Noon, 2001).
This way, the HR management ensures that the company does not lose any useful resources due to the oversight of the needs of the employees. Training and Development: As said earlier, it is essential that the employees recruited must strategically fit into the organization. The HR management devise the training methodologies and strategies, after careful consideration of the job specifications and the way in which the new employee will contribute towards the strategic goal of the organization.
(Reid and Barrington, 2001). It is the Hr management’s responsibility to “ensure the integration of personal and organizational development for employees” (Bach, 2005, p224). Keeping the employees motivated is a crucial element to ensure the success of the organization. The HR management acts as the medium giving many opportunities for the employees to develop themselves by acquiring new skills and engage themselves in the continuous learning process. Employee Performance Management: The role of HR does not stop with recruitment and training. The performance of the employee has to be continuously monitored in order to ensure that the hard working employees who have contributed to the company’s success are rewarded and are motivated to continue the good work.
Looking at the process in a broader perspective, the main objective is to link the business strategy to job performance (Bach, 2005). Regulatory Compliance: The HR ensures that any employee is not affected by discrimination of any kind and is given all what he/she rightfully deserves. The employers are obliged not to discriminate and promote equality which is enforced by the HR management.
This plays an important role in maintaining the corporate social responsibility of the employer (Heery and Noon, 2001). This will create a best employer image for the organization which is strategically important. Compensation and Benefits: Within the organizations, the management of reward involves two elements – reward decisions and reward processes. HR management has to make the key strategic decisions which concern the level and distribution of pay and also the extent and form of employee participation, training, monitoring and review (Heery and Noon, 2001). The modern HR department manages the reward practise in accordance with the competitive strategy and also supports the adoption of high performance work systems. Bibliography: Bach, S., 2005, Managing Human Resources, 4th edn, Blackwell Publishing, Oxford Barber, A., 1998, Recruiting Employees: Individual and Organizational Perspectives, Thousand Oaks, CA Heery, E.
and Noon, M., 2001, A Dictionary of Human Resource Management, 1st edn, Oxford University Press, New York Reid, M.A. and Barrington, H.A. , 2001, Training Interventions: Promoting Learning Opportunities, Chartered Institute of Personnel and Development, London