For example, in developing new products and investing in new businesses, Google conducts organizational analysis to determine the corresponding human resource requirements. Work analysis determines the specific requirements to fulfill work tasks. Google applies work analysis on new jobs, or when an organizational restructuring has just occurred. Cost-benefit analysis determines the practicality of training programs and activities.
The specific approach will vary from one organisation to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below.
This approach identifies six specific steps in developing an HR Strategy: Setting the strategic direction 2. Designing the Human Resource Management System 3.
Planning the total workforce 4. Generating the required human resources 5. Investing in human resource development and performance 6. Assessing and sustaining organisational competence and performance The six broad interconnected components of this system consist of three planning steps and three execution steps.
The top three components represent the need for planning. Organizations must determine their strategic direction and the outcomes they seek. This Analysis of human resource models usually accomplished with some form of strategic planning. Classic strategic planning is a formal, top-down, staff-driven process.
When done well, it is workable at a time when external change occurs at a more measured pace. However as the pace and magnitude of change increases, the approach to strategic planning changes substantially: First, the planning process is more agile; changes in plans are much more frequent and are often driven by events rather than made on a predetermined time schedule.
Second, the planning process is more proactive.
Successful organizations no longer simply respond to changes in their environment, they proactively shape their environment to maximize their own effectiveness. Third, the planning process is no longer exclusively top-down; input into the process comes from many different organizational levels and segments.
This creates more employee ownership of the plan and capitalises on the fact that often the most valuable business intelligence can come from employees who are at the bottom of the organizational hierarchy. Lastly, the strategic planning process less reactive and more driven by line leadership.
Once strategic planning is under way, a process must be undertaken by the organization to design and align its HRM policies and practices to provide for organizational success. The remaining step in planning is to determine the quality and quantity of human resources the organization needs for its total force.
The rest of the HR strategic system exists for and is guided by these plans, policies, and practices. These execution components contain mechanisms that generate the correct skill sets, invest in staff development and performance, and productively employ them in the organisation.
The last component provides a means to assess and sustain the competence and performance of the organization and the people in it with regard to outcomes that the organization seeks.
Analysis Using the process model discussed earlier, the specific components of the HR Strategic Plan are discussed in greater detail below. Successful companies continuously identify and adopt innovative human resource management policies and practices to sustain that advantage.
More importantly, they structure work and design training, performance management, pay, and reward policies to help members of the organization succeed in achieving desired organizational outcomes.
Various options may be open to the organisation such as drawing on industry best practices. Emerging HRM policies and practices range from outsourcing certain non-core functions, adopting flexible work practices telework, work from home and the increased use of information technology.
Not every industry trend may be appropriate for a specific organisation.A Critical Review of Multinational Companies, Their Structures analysis of a specific topic or theme without considering the chronological order of which the research has been conducted. Keywords-International Human Resource Management, Models, Structures and .
Outline the main principles of human resource planning. Human Resource Planning also called Manpower planning deals with the identifying the needs of the company for skills, knowledge and labour, and initiating programs and actions to satisfy those needs.
It is the process of planning and. Human Resource Planning: Human Resource Planning is understood as the process of forecasting an organizations future demand for, and supply of, the right type of people in the right number.
Job Analysis: Job analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job.