THE HUMAN RESOURCE MANAGER AND STRATEGIC PLANNING

 THE HUMAN RESOURCE MANAGER AND STRATEGIC PLANNING

Introduction

The human resource function sometimes fails to play a major role in the organization’s strategy formulation process because. of the planning inadequacies of human resource executives. However, planning difficulties are not unique to such executives. Indeed, managers from all functional areas havewith strategic planning. This section will review these general problems and will address the specihuman resource management.

Planning Problems

it is well known that managers are action oriented, often preferring the action of decision-making or problem-solv in In contrast, part of the planning process is done isolation. There is a lack of feedback or knowledge of results for prolonged periods of time. Further, it is difficult to justify the time needed for planning in relation to more immediate problems that press for solutions. Thus, in spite of its value, many managers do not like to plan. In addition to these general planning problems, there are further problems with strategic planning because it often results in reallocations of resources that determine power and status. Effects of the desire to retain int he status quo, through resistance to change, are evident in symptoms such as excessive defense of existing resource allocations, information hoarding, and excessive control of the planning process through manipulation of agendas. Attempts to maintain the status quo also may be evident in symptoms such as padding budgetary requirements.

Requirements for Strategic Human Resource Managers

Human resource executives sometimes lack the qualifications to take an important role in the company’s strategic planning processes. Requirements for those who can operate in strategic human resource management go beyond the requirements of functional competence. Research into the role characteristics reveals the following

a) Information management skills—statisticl

(b) Planning skills—the knowledge of planning and planning methodologies plus statistics      techniques.

(c) Management skil

(d) Change management skills—the skills of anticipating the future, facilitating changes, and developing organizational activities.

(e)—skills in the various business functions and environmental analysi(d) Integration skills—competency at managing organizational interfaces, and skill in assessing the organization plus setting priorities; 

  

References

1. People’s Bank. Company Press Release, “People’s Announces Three Strategic Initiatives—New Key Areas Will Enhance the Organization’s Agility and Effectiveness” (May 10, 2000); Coleman, Sharon M., Martin Leshner, and C. Chase Hewes.

2. “Human Resources Planning: A Tool for Strategic Change,” The Bankers Magazine 169, no. 6 (1986): 39–44. Coleman, Leshner, and Hewes. “Human Resources Planning: A Tool for Strategic Change.”

3. Atwater, D. M., E. S. Brees III, and R. J. Niehaus. “Analyzing Organizational Strategic Change Using Proactive Labor Market Forecasts,” in Richard J. Niehaus and Karl F. Price (Eds.), Creating the