The trend of international development makes the competition between organizations extremely fierce. Faced with external opportunities and threats, the organization has formulated a long-term human resource management plan to balance its internal strengths and weaknesses and maintain its competitive advantage. The following is the analysis of human resource management planning and organizational strategic management that I have compiled for you. Welcome to read and browse.
The relationship between human resource management planning and organizational strategy
In addition to opportunities in the environment, organizational development should also formulate strategies suitable for its survival and development, and around this strategy, relevant departments are required to adjust and improve safeguard measures. Safeguard measures need human resource management planning to actively participate in the planning, implementation, evaluation and monitoring process of organizational strategy, so as to provide competitive advantage for the organization. Therefore, organizational strategy needs internal human resource management to be strategic, and the relationship between them is mainly manifested in the following aspects: first, organizational strategy needs the full participation of human resource management in the process of formulating, helping organizations find out the business problems related to people; Second, in order to ensure the effective implementation of the organizational strategy, the human resources management department is required to take training employees with development and operation ability, professional and technical ability, change management ability and comprehensive ability as one of the important plans; Third, through the formulation and coordination of human resource management, we can ensure the improvement of organizational management, promote organizational development and enhance the competitive advantage of the organization; Fourthly, in order to improve organizational performance and cultivate innovative and flexible organizational culture, human resource management planning should focus on this goal, link human resource management activities with the strategic objectives of the organization and become the strategic partners of the organization.
When a private enterprise was established in 1990s, its main business project was medical waste treatment. With the efforts of enterprise leaders and market operators, the number of medical institutions cooperating with enterprises has expanded from the initial three to dozens in Shanghai, Nanjing and Chengdu, and an environmental protection science and technology park was established in 2000. At the end of 20001,the enterprise formulated a five-year development strategy, the main contents of which are: completing the development and market access of dozens of new medical waste disposal projects; Actively introduce foreign capital, complete cooperation projects with a European country, and realize all product display and market access; Set up an environmental protection equipment company, and complete the work of approval and construction, infrastructure, factory building construction, product access, etc.
At that time, the enterprise did not formally set up a human resources department, nor did it formulate a human resources management plan. Since May 2002, employees have complained about low wages, little room for promotion and few training opportunities. Because the general manager is busy with foreign cooperation affairs, he doesn't pay attention to the questions raised by employees, and there is no special department and personnel to communicate with employees in time, which leads to a large number of employees resigning, which not only makes the new project have no suitable personnel to take over, but also causes a shortage of existing project personnel; Even for employees on the job, most people are full of complaints. After half a year, the enterprise was almost paralyzed, and the profit of that year not only failed to meet expectations, but fell by 35% compared with 200 1.
In view of these problems, at the beginning of 2003, the enterprise established the human resources department, recruited experienced human resources managers, and combined with the five-year development strategy of the enterprise, formulated the human resources management plan, which became a favorable guarantee for the enterprise to achieve its strategic goals.
Regardless of the size of the organization, the human resources department should formulate a human resources management plan that suits the needs of the enterprise and helps the enterprise to be in an advantageous position according to the different development stages of the enterprise to ensure that the effective supply of human resources can meet the long-term development needs of the enterprise.
How to carry out organizational strategic management
Strategic management is a set of management decisions and actions, which determines the long-term performance of the organization. The strategic management of an organization includes almost all the basic management functions of the organization, that is, the organizational strategy must be planned, determined, implemented, evaluated and controlled. The process of strategic management is about enterprise strategy. In order to maintain the long-term competitive advantage of the organization, it is necessary to formulate the corresponding long-term strategic development plan. SWOT (strengths, weaknesses, opportunities and threats) method is used to analyze the situation faced by the organization, deeply understand its own resources and capabilities, take effective management measures, and determine the key success factors that affect the development of enterprises. Through the implementation of this strategic management process, under the current internal and external environment of the organization, we can choose the best way to maximize the advantageous allocation of existing resources. The method of implementing organizational strategic management is:
1. Determine the current mission, objectives and strategic management of the organization.
Organizational goals are the medium and long-term achievements that the organization hopes to achieve, define the development prospects of the organization in the next year or two, and then sort out and solidify them. As the development direction of each member's career planning in the organization, they reflect the process of how to put it into practice. After determining the development vision and mission of the organization, we should extract the key objectives as the basic place to realize the strategic management of the organization. The key objectives of the organization should be the basis for setting performance goals. Once set, it should become the goal of all levels of personnel, so that each member can clearly know his work goal and realize that his efforts can have a very important impact on the contribution of the organization. This will help to form a team spirit within the organization, promote employees to actively participate in management, and create an atmosphere of daring to take responsibility. This requires managers to realistically reflect the current real situation of the organization, and on this basis, determine the goals and strategies suitable for the survival and development of the organization, generally once a year. After the mission and objectives of the organization are determined, they cannot be changed at will and cannot be promoted to all employees.
2. Draw the evaluation conclusion through SWOT analysis.
SWOT analysis is a method that can objectively and accurately analyze and study the actual situation of an organization. The analysis method is as follows: through the evaluation of the internal resources and capabilities of the organization and the external environment of the organization, that is, through the analysis and comprehensive evaluation of the strengths, weaknesses, opportunities and threats of the organization, the various factors obtained are sorted according to the priority or influence degree, the SWOT matrix is constructed, and the evaluation conclusion is drawn; Then adjust the organization's resources and organizational strategies to achieve organizational goals. The process and result of analysis are the key to the implementation of organizational strategic management process and the premise and foundation for organizational strategy to achieve the expected results.
(1) external environment analysis. External environment analysis is a key step in the process of strategic management, mainly through the investigation of the organization's operating environment, analyzing various strategic opportunities and threats faced by the organization. They are the favorable and unfavorable factors that the external environment has a direct impact on the development of the organization, and belong to objective factors. Through the comparison with employee training, salary standard and promotion, and through the comparison with the operating ability of employees in the same industry, it will be gradually improved.
(2) Analysis of internal environment. Internal environment analysis is to analyze the advantages and disadvantages of the organization itself, and can obtain important information about the specific resources and capabilities of the organization. These specific resources and capabilities of the organization are the core capabilities of the organization, that is, the main value creation skills of the organization, which determines the competitive weapon of the organization. They are positive and negative factors in organizational development, belonging to positive factors. The organization should accurately evaluate each resource to determine whether it is an advantage or a disadvantage relative to the organization. In this analysis process, the function of human resource management needs to play a role and analyze the advantages and disadvantages within the organization.
(3) Strategy formulation. After completing the analysis of environmental factors and constructing the SWOT matrix, an organization can formulate an appropriate organizational strategic plan, determine the strategic focus and quantify the objectives, decompose the objectives from top to bottom, determine the specific assessment indicators of each member's position in the organization, and make full use of the assessment results to measure the completion of the enterprise strategy, and gradually promote the enterprise to enhance its sustainable competitive advantage. In the process of formulating strategy, all issues related to people must be considered, which is determined by the function of human resource management. Integrating the human resource management function into the mechanism or mode in the process of strategic formulation is more conducive to helping organizations make specific and effective strategic decisions.
(4) Strategy implementation. The implementation of the strategy determines the success of the organizational strategy. The successful implementation of organizational strategy mainly depends on six important factors: organizational structure, task design, personnel selection, training and development, reward system, information type and information system. Six factors are interrelated and indispensable. Implementing organizational strategy is the action stage of strategic management process, which is more important than formulating strategy. Strategy implementation is a top-down dynamic management process. So-called? Dynamic? Mainly refers to in the process of strategy implementation, need in? Analysis-decision-execution-feedback-reanalysis-decision-execution? Achieve strategic goals in a continuous cycle.
(5) Strategic evaluation and control. The last part of the strategic management process is strategic evaluation and control. The main work at this stage is to establish a control system, monitor performance and evaluate deviation, and control and correct deviation. By evaluating the effectiveness of the strategy, decide whether to make necessary adjustments. It is also extremely important for an organization to regularly and effectively monitor the strategy itself and its implementation process. Through strategic evaluation and control, we can find out the problems and benefits in the implementation of organizational strategy, and adjust the organizational structure and strategy according to the problems.
For example, in the above case, the enterprise did not establish a human resources department in the early stage, and the human resources management function did not participate in the analysis of the advantages and disadvantages of the internal and external departments of the organization, which led to the failure to implement the enterprise strategy as scheduled.
Participation mode of human resource management planning in the process of organizational strategic management
As one of the most important functional strategies, human resource strategy is dominated by enterprise strategy and reacts to enterprise strategy. Different enterprise strategies have different requirements for human resource management planning. As a business? Strategic partner? The new human resource manager should make a matching human resource management plan according to the enterprise strategy and concept, and consider whether the plan will help realize the enterprise strategy and? Landing? That is, to establish a human resource management system and process that is compatible with it.
The human resource management planning of the above-mentioned case enterprises is carried out according to the following steps:
1. Combined with the core values of the enterprise, it is clear what kind of professional talent team the enterprise needs to build.
This is the key for human resource management planning to support the realization of organizational strategy. In the development strategy of enterprises, core competence refers to the unique system competence that competitors cannot imitate. Different enterprise strategies need different core competitiveness. Similarly, the core values of enterprises also influence and determine the human resource management planning. However, core competence exists in individual employees and is implemented by employees, and the capacity carried by employees is amplified through corporate culture and mechanism. By defining the core competence and combining the core values of the enterprise, the enterprise further clarifies what kind of professional talents (core positions, types and abilities) the enterprise needs to build.
2. By clarifying the value orientation of employees? Talent acquisition? Power and responsibility? Performance evaluation, formulate human resources strategy.
After the enterprise makes clear what kind of professional talent team to build, it makes clear the value orientation of employees and analyzes the three selective strategic elements of the enterprise. Talent acquisition, power and responsibility and performance measurement define the human resource management planning of enterprises.
(1) Clarify the value orientation of employees. The value orientation of employees is to define the hidden relationship between employees and enterprises from the personal point of view. Value orientation determines what kind of talents an enterprise can attract and retain, especially core teams, positions and talents. In a sense, core talents determine the value orientation of employees.
(2) Three selective strategic elements. First, the way to acquire talents, that is, the way for enterprises to acquire talents, mainly includes external recruitment and internal training, and the difference between them is different. All enterprises need to train talents. The question is what percentage of experienced candidates should be in the recruitment process, and at what level? If the internal talent is not enough to help the enterprise to improve, it should temporarily shift its focus. The second is the way of taking responsibility, that is, whether the work and responsibility of employees focus on the team or the individual, the two need to maintain an appropriate balance. The third is the way of performance measurement, that is, whether the enterprise emphasizes short-term benefits or long-term results. The business nature of an enterprise greatly affects the choice of employees. Through the above definition of the main contents of human resource management planning, combined with the internal and external environment and business development of enterprises, enterprises use SWOT analysis tools for further analysis, and finally formulate human resource management planning.
3. According to the human resource management planning, formulate human resource management strategies and processes.
The enterprise has determined the enterprise human resource management strategy and process from the aspects of organizational structure and post design, recruitment and selection, personnel allocation, personal development, performance incentive, and training all kinds of talents needed by the enterprise, and formulated and implemented various salary and welfare policies and employee career planning. At the same time, the enterprise also adjusted the organizational structure in time, adjusted the investment development department and the audit department on the basis of the original departments, and further improved the management functions; The incentive and restraint mechanism has been established, and excellent employees have been selected to study and further study abroad in batches, which has fully mobilized the enthusiasm of employees, stimulated their potential, restored their original morale, and improved the economic benefits of enterprises. In 2007, the enterprise realized the five-year plan and established a diversified marketing network with environmental protection industry as the main body. At present, it has more than 35% of the market of medical institutions in China, realizing the sustainable development of the enterprise.
Human resource management planning can also be implemented by making action plans, budgets and processes. At the same time, the role and behavior of managers in enterprises should also be planned in the action plan, because no matter how excellent the human resource management plan is, the role and behavior of managers are enough to affect the success or failure of its implementation. Department managers should take human resource management as the main part of their work and improve their human resource management skills through training; The human resources department should support the manager, provide him with advice and establish a unified human resources management platform. With the development of these tasks, human resource management planning will be continuously decomposed and implemented in the process of realizing organizational strategy until it is completely infiltrated and integrated.
The role of human resource planning in organizational strategic management
Human resource manager has developed from a single contact to an organization? An expert on people-related issues? , its role is mainly reflected in:
1. Strategic human resource management
The business strategy formulated by human resource managers and senior managers * * * serves as the basic framework for guiding human resource managers to design specific human resource management activities, and promotes the organization to realize strategic decisions by shaping the abilities and behaviors of members in the organization. In the process of formulating strategy, strategic human resource management needs to confirm and remind decision makers of some possible business problems related to people, and at the same time help organizations implement the strategy by establishing a perfect human resource management system. Strategic human resource management not only provides opportunities for human resource management wisdom of organizations, but also brings challenges.
2. The strategic partner role of human resource management
When making strategic plans, organizations must identify, analyze and balance external opportunities and threats, internal strengths and weaknesses. In this regard, human resource management plays an important role. Strategic human resource management helps the strategic planners of the organization complete it? Environmental scanning? The job is to identify and analyze external opportunities and threats that are vital to the success of the organization. At the same time, the human resource management department also needs to know the competition situation to help the organization make a strategic plan.
3. Improve the competitiveness of the organization
Human resources are an important pillar of an organization's competitive advantage. By monitoring the environment, collecting information, making decisions and reorganizing the organization flexibly, the competitiveness of the organization is continuously improved. At the same time, it also establishes a pool of human capital to provide organizations with the talents they need to adapt to changing conditions. Therefore, human resource management plays an increasingly important role in enhancing the competitive advantage of organizations.
In order to improve business performance and establish an innovative and flexible organizational culture, organizations link human resource management with the strategic objectives of the organization. The strategy of an organization determines the direction of its human resource management planning, which can integrate the important objectives, policies and action sequences of the organization into an organic model, which is consistent with and supports the overall strategy of the organization. In the fierce competitive environment, human resource management planning provides a strong competitive advantage for organizations in the process of participating in organizational strategic management.
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