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HR PLANNING AND ORGANIZATIONAL STRATEGY
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Human Resource Planning and Organizational Strategy
Discuss the relationship between human resource planning activities and the
Human resource planning activities encompass the preparation of job analysis, human
resource inventory, human resource forecast, and the comparison of forecast and inventory.
Human resource planning activities is the estimate future supply of and demand for human
resources to accomplish stated organizational goals (Drucker & Maciariello, 2008). Strategy
formulation and implementation entails the process that determines how to carry out the long-
term objectives of an organization with the expected available resources. Strategy formulation
and execution is the systematic approach analyzes the threats and opportunities in the
environment to enhance organizational productivity and efficiency (Plunkett, Allen, & Attner,
2012).
close and one can never be separated from the other. They are linked with one another because
the human resource planning activities are a fundamental part of the overall organizational
strategy formulation and implementation (Mathis, Jackson, & Valentine, 2013). Hence, the
relationship between human resource planning activities and organizational strategy formulation
and implementation can be depicted under two aspects: follower and partner correlation of the
human resource planning activities. The follower correlation depicts that the human resource
planning activities are a vital part of the general organizations corporate plan (Drucker &
Maciariello, 2008). The human resource planning activities are grounded upon the overall
strategies and objectives of the firm. They are prepared through adhering to the guidelines of the
overall organizations corporate plan. Therefore, human resource planning activities are custom-
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made to cater for the needs of the general vision, objective, and mission of the company.
Furthermore, this correlation explains that the human resource planning activities stem from the
For the partnership relationship between human resource planning activities and
organizational strategy formulation and implementation to occur, both of them must be devised
simultaneously (Mathis, Jackson, & Valentine, 2013). The human resource manager and human
resources are deemed as valued resources in the company. The partnership relationship between
human resource activities and companys strategy formulation and implementation ensures that
the personnel are fully included in the implementation of the strategy (Drucker & Maciariello,
2008). Furthermore, the implications of human resources are taken into account in the stage of
formulation of the strategic plan. Hence, the primary goal of this correlation is to link human
resource activities with organizations strategic plan to attain the goals of the company. Lastly, it
guarantees that the activities of human resource management are taken into account before
developing the strategic corporate plan (Plunkett, Allen, & Attner, 2012).
Staffing denotes the process by which the skills, talent, experience, and knowledge are
supplied to attain the objectives of the organization. People are crucial resources of a company,
and an organization should have the capabilities to attract, reward, develop, and keep qualified
personnel. The staffing process is a set of stages, which managers perform to offer the company
with the appropriate personnel in the appropriate positions. Eight elements can be used to explain
the staffing process (Drucker & Maciariello, 2008). First, the human resource-planning element
encompass the planning of the labor requirements to match job demands and needs. It entails
determining and forecasting future needs of the work force. The second element of the staffing
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process is recruitment entails attracting and inducing applicants to apply for a vacant job position
in an organization (Mathis, Jackson, & Valentine, 2013). Selection is the third element that
entails the screening stage of staffing wherein the solicited candidate applications are vetted out,
as well as appropriate applicants are chosen as per the job requirements (Plunkett, Allen, &
Attner, 2012).
The fourth element of the staffing process is orientation and placement. Orientation and
placement involves the familiarization of appointed candidates to the work environment and
units via an orientation program. Placement occurs by placing the right employee on the
appropriate job. Training and development is the fifth element of the staffing process (Mathis,
Jackson, & Valentine, 2013). Training is an incentive afforded to the employee to develop and
nurture them. Training is accorded with regard to the nature of companys activities and room for
expansion. Hence, along with training, employees are developed through offering them
also encompass providing them with crucial and key jobs as an examination or test to assess their
compensation offered monetarily to the workers for their performance in the workplace (Mathis,
Jackson, & Valentine, 2013). Remuneration is accorded with respect to the nature of the job-
unskilled or skilled, mental or physical. It forms a crucial monetary motivation for the workers.
Performance evaluation is another staffing process element. It entails keeping record or track of
the attitudes, behavior, and opinions of the employees regarding their jobs (Drucker &
evaluate diverse work units. It is works towards establishing the growth patterns and
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development cycle of the workers. Lastly, transfer and promotion is eighth element of the
higher job with bigger responsibilities, and transferring or shifting workers to different branches
and units of work of the same company (Plunkett, Allen, & Attner, 2012).
Examine the Relationship between the Eight Elements of the Staffing Process and
The staffing process elements and the human resource planning activities are closely
interrelated (Mathis, Jackson, & Valentine, 2013). The elements of the staffing process are
derived from the findings of the four human resource-planning activities: job analysis
preparation, human resource inventory, forecast, and comparison of forecast and inventory of the
human resources. In other words, the human resource planning activities provide a basis for the
establishment and implementation of the elements of the staffing process. The activities of the
human resource planning lays down the foundation of the elements of the staffing process by
defining job specifications and descriptions, allows managers to establish future requirements of
the workforce, and develops plans to recruit and train workers (Drucker & Maciariello, 2008).
Once the human resource planning activities are established and formulated, the
elements of the staffing process aid in the implementation of the needs instituted by the human
resource planning activities. Hence, the relationship between the elements of the staffing process
and the human resource planning activities is more of a partnership in which one cannot do
Drucker, P. F., & Maciariello, J. A. (2008). Management. New York, NY: Collins.
Mathis, R., Jackson, J., & Valentine, S. (2013). Human Resource Management (13th ed.).
South-Western College.
Plunkett, W. R., Allen, G. S., & Attner, R. F. (2012). Management (10th ed.). South-Western
College Pub.