Strategic Human Resource Plan (SHRP)

Introduction1

Case Study: W. L. Gore & Associates2

Proposal of Strategic Human Resource Plan2

Organizational Objectives2

Purpose of Strategic Human Resource Policies in Organization3

Recruitment and Placement Policies3

Training and Development Policies3

Compensation Policies4

Employee relationship policies4

Retirement policies4

Competitive Advantage4

External pressures impacting the organization5

Political issues5

Economical issues5

Social issues6

Technological issues6

Whether HR services be in house or outsource?7

Impact of technological development on HR Services7

Development of Strategic Human Resource Planning8

Objectives8

Strategies of Strategic Human Resource Planning8

Recruiting and Retaining High Quality Staff9

Employment Flexibility9

Technology9

Internationalization10

Supply of resources10

Communicating the plan11

Why Strategic Human Resource Planning is the best practise?11

Implementation & Review of the Proposed SHRP12

Monitoring and controlling mechanisms12

Quantitative and qualitative measures13

Legislative compliance13

Solutions to the barriers or the hindrances towards SHRP14

References16

Strategic Human Resource Plan (SHRM)

Introduction

In today's businesses, the overall performance of an organization is affected by following right approaches and management of employees (www.aimpapers.com). The central aim of Strategic human resource is the development of capabilities of organization by certifying that the organization has the committed, motivated, and skilled employees in order to achieve the goals (Falck, 2011).

There are two main objectives of SHRM. The first objective is the integration of the strategies of human resource with the business strategies. The second objective of SHRM is to provide the logical direction so that the business and individual and collective needs of employees can be achieved by the improvement and execution of HR policies and practices (Falck, 2011).

When employees are motivated they perform their best and show the best results for the customers and if the customers are satisfied with the organization then the company will achieve the competitive advantage. Compensation and benefit policies, balance of work life and the steady growth are the key factors that motivate the employees (www.aimpapers.com).

According to Bratton, Strategic human resource management is defined as the process of relating the functions of human resource (HR policies and practices) with organization strategic objectives in order to advance performance of an organization (n.d., p.1).

Case Study: W. L. Gore & Associates

The objective of W. L. Gore & Associates is entirely based on making money with enjoying the work. The founder of the company “Bill Gore” had always worked on this strategy and had provided his employees the same environment of working. The employees and the management have a sense of innovation and creativity with high integrity and ethics. The business success is the main aim of the company, for which people work really hard. The environment if less formal than other companies; therefore, the social interaction is promoted (www.shrm.org).

The organization does not have any bossy system of management. There is no time set for the working in the organization. The work-life balance is conflicted within the organization. The working hours are not defined. People just commit to the work and complete it with their passion and willingness. The company lacks in terms of the policies and the procedures, which somehow affects the performance of the company or the reputation among the employees. Moreover, the relationships with the external sources are at intense level, which is also found as a conflicted one ...