The Goals Of Human Resource Planning

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The professional manufacturing limited is a medium sized company based on the outskirts of Leeds. They were established in 2002 and have grown from strength to strength over the last 7 years. They manufacture display stands and supply them to major retailers such as WH smith and Marks and Spencer. They have employed 150 people across it different function of the department such as marketing, finance, sales, purchase and ware house. Over the following three years the company has gain sufficient number of customer to their business and increased their sales too.

To keep up this progress the company needs to fill up the vacancies by recruiting new personnel to the company. Basically the company is looking for them to select from the diverse pool talent so that they have multi culture in the company and also they have to explore the new work patterns to attract their loyal and skilled worker to work place and to retain them. The company will also look at the new procedure to take in consideration about the discipline and grievance in the company.

Therefore as appointed as HR Manager I have prepared a report to the board of director in which I have to cover all areas of HR and mention in the report that how HR plan supports the strategic objectives, accordance with the growth plan of the business and how we will increase the sale for the next couple of years.

In my report I have to advise the board of director on the legal and organizational frameworks for the employment of the people, and the effect of the organizational environment on the staff. And there will be a review on the grievance, discipline and on the dismissal of the staff in the organizations.

1 - HR Planning's and Strategic Objectives:

Assess the strategic importance of current, future and anticipated HR requirements.

Understanding the concept and notion underlying the idea of Strategic Human Resources needs to comprehend the familiarization with the basic terms of Human Resource; which is done as follows:

1.1 - Human Resources:

The reasoned and strategic consideration and handling of the most important and worthy assets of an organisation - which are its employees - to make them contribute and productive for the achievement of organisational goals (Armstrong, 2000).

1.2 - Strategic Human Resources:

The Strategic Human Resource Management is more comprehensive than the Non Strategic HRM, as this includes the management of human resources in agreement and directions defined by the organisations plans to carry out their operations (Armstrong, 2000). More precisely, it can be the operational plan for Human Resources strategies in the current scenarios of business operations and objectives. In strategic human resources, the employees' issues and concerns are addressed on the long term basis.

The basic objective of the strategic human resources is to provide the kind of work force or the work force that hold the necessary expertise and knowledge to provide consistency between the strategic interests of the business and the human resources management. The HR strategies are almost always different in different organisations because they also need to conform to the organisational policies. The forthcoming HR needs of an organisation are calculated during the strategic HR planning process, which takes place after considering and examining the situation and position of the current HR force in the context of the market competition and the future market environment in which it is expected to compete.

1.3 - Importance of Current HR Requirements:

Strategic planning of HR requirements of an organisation considers and includes the future requirements based on the policy and planning of the organisation to carry on its business process. Hence, the current HR requirements become more important for the formulation of strategic HR planning, and for this purpose, foremost of all, the current policy of HR is examined and investigated to find whether and what kind of changes and modification are required to make it compatible to the policy for future business objectives. This assessment of the current planning includes what knowledge, expertise and competence does the current workforce hold.

1.4 - Importance of Future HR requirements:

The assessment of the future requirements of the strategic HR process is the major task to ensure a smooth and certain workforce with right abilities and expertise that would not be questioned in their skills to perform their contribution for the achievement of organisational objectives. While formulating the requirements and process to guarantee the right work force, it is needed to find and frame that which and what number of staff are formatted to contribute actively for the defined organisational goals. After finding this, the encompassed staff and departments can be prepared and educated and if required new vacancies can be created to form specialised teams to be in accordance to the tasks expected to be assigned to them. To do these it is of equal importance to know that what specialised knowledge and skills are required that can help and assist the staff for to remain and show maximum efficiency. This whole requirements process increases the importance of future HR needs, as the fulfilment of the ultimate goals needs a specialised workforce before it can be started and or the team doing the right task at a right time.

1.5 - Impacts of HR Planning on Strategic Plans:

Analysis how HR planning impacts on the strategic plan.

Human resource planning and services are not limited only to the concerns and issues of the workforce of the organization, but its importance and service contribution to the organization is now determined by whether it has made its required contribution in giving the competitive edge and added to the value of the organization (Beatty, Schneier 1997). The authors further says that, the role of HR is now thus transformed into a strategic player, rather than being part of a team, it shall do what satisfies the customer and correspond to the corporate strategy.

Keeping the entire scenario in mind, the importance of the HR in achievement of strategic objectives can never be underestimated. As, HR is the most valued resource of any organization, it is actually how the most valued resources are used in the best possible way to produce maximum output, or in our case maximum contributing to the business strategy. The organizations where the HR contributes to the strategies defined for the business objectives, usually refer to them as crucial to their overall business plans. While defining the role of HR in the strategic development of the organization, Torrington et al (2004) has suggested that, the process of training and development of the employees for to keep them compatible to the organizational strategy shall not be run solely by the HR department of the organization, but it shall be under the ownership of the whole organization, so that the skills of employees may not remain limited.

2.0 - The Legal Organisational Frameworks for the employment of staff:

Evaluate the current legal requirement influencing a HR plan.

Legal issues and organizational framework, in the enforcement or planning of a HR policy are among the factors that influence a HR policy of a certain organization. It means that legal framework enforced in the environment where the organisation operates has contributions to the designs of the HR plan. Institutional and organisational frameworks that influence the HR plan are of three types, as follows:

2.1 - Trade Unions:

Trade Unions have helped in reshaping the design and practice plan of Human resources management, in not only the organisations where Unions of such kind exists or recognised by the management, but also through its influence on the employment law and government policy. The unions vary in structure and orientation, but are prominent among the industrial unions are those workers in coal mining and railways. The classification of unions, such as open and closed, has benefited largely of focusing on the recruitment methods of union, and the extent to which it seeks to expand or restrict membership.

2.2 - Employee Associations:

Organisations of employers have a history almost as old as that of the trade unions, but in recent times, their prominence and influence over employment issues has declined to an extent. Associations of employees are not always similar in structure and nature, but differ extensively in their composition and organisation. These associations, formed by the employees of an organisation can be briefly described as any organisation or employees, individual proprietors, or constituent organisation of employees whose principal purpose includes the regulation of relations between employers and workers or between employers and trade unions.

It is evident from the history of British Voluntarist system of employment has incurred many influences in itself by employers associations. Initially at local and then at national level they brought together and acted as representatives for employers in each industry, and managed successfully to reach to certain agreements with unions over their recognition.

2.3 - Third Party Agencies:

In Great Britain, the third party engagement has mostly and significantly been dominant and high up in the employment relations. In the twentieth century, services such as arbitration and conciliation were provided by state. The importance of the third party agencies and its role in the HR planning cannot be estimated by its relatively small number of cases with which I deals, but from its influence on employers and employees reaching settlements regarding union recognition that may not otherwise have been achieved.

2.4 - The Legal Requirements Influencing HR Plan:

The legislation carries out numerous different roles in the regulation building process of an organisation (Marchington, Wilkinson 2005).

2.4.1 - Auxiliary Role:

First, there is the auxiliary role, this is the legal framework enforced by the state, and through this, the government offers a framework for those who conform to the agreements and take ensures necessary actions against those who do not conform to those certain agreements. This can include the areas in an organisation that offer or formulate the services of conciliation, mediation, negotiation and arbitration etc.

2.4.2 - Restrictive Role:

The second role of legislation in the human resources of an organisation is the restrictive role of the law, through which it formats certain rules and regulations that define what is allowed or legitimate and what is not allowed or can infringe the law; this includes the industrial relations. Examples that include enforcement of such laws can be on strikes and protests etc.

2.4.3 - Regulatory Role:

The third role of law in enactment or formulation of human resources management is Regulatory. In Regulatory role, a set of "floor of employment rights" for employees is established. This legislation provides safety and protection to the employees in their working environment. The law was initially introduced to protect the rights and states of the workers working in mines or working in a factory kind of environment with very low wages. In 1970s, the employment protection legislation took on a wider remit, incorporating all employees rather than just those in particular industries or working under particularly harsh conditions. The law is not only restricted to HR issues, but it has a far wider impact in the organization, as for example, the unfair dismissal legislation has led to changes in the way people are recruited and selected.

2.5 - Recruitment Process:

Describe a process for recruitment and selection of new staff (external candidates) that complies with current legislation and organizational requirements.

Process for recruitment and selection of new staff (external candidates) that complies with current legislation and organizational requirements.

If, the recruitment process is usually termed as expensive, choosing a cost effective process for recruitment depends on factors specific to each organisation and their HR policies and the type of vacancies being considered.

The recruitment and section processes are generally as follows:

Word of Mouth

Links to Educational Institutes

Recruitment Agencies

Open searches

Local Newspapers

National Newspapers

Job Centres

Employer's website

Radio and TV Advertisements

The organisation Professional Manufacturing Limited which is to being considered for the selection and recruitment process is having a workforce of Approx 150 employees and in the case when new employees are required the process which is proposed is the Employer's website. The Organisation Professional Manufacturing Limited has a comprehensive website, with detailed information of its product and services and its corporate culture. Advertising the vacancies on the website is very much preferred as the organisation is considerably famous among its potential customers. Secondly, the Local and National Newspaper advertisements are proposed for the recruitment of new workforce; this will help in the advertisement of the organisation as well as the vacancies on the national and local level.


Discuss how organizational culture affects recruitment and retention of staff.

3.1 Environment Effecting Workforce:

Logically, any business organizations are thought to be working and existing in their external environment (Jackson, Schuler and Werner 2008). The organization itself can also be thought of as having an environment in which individual employees are embedded. Stakeholders are not considered in the external environment, but are termed as distinct groups of people whom the organization seeks to satisfy.

The organizational environment is thus distributed in two categories, which are as follows:

3.1 - External Environment:

The external environment includes local, national and multinational conditions that confront an organization. The precise factors or entities that include the external environment can be as follows:

Industry Situation

Labor Markets

Legal Institutions

Trade Unions

Although, the external environment clearly influences how organizations manage their workforce, it does not fully determine their approach. A more accurate representation is to consider the external environment as a set of constraints and opportunities that can influence the way an organization manager its most important resources which are the human resources.

3.2 - Internal Environment:

Organizational environment generally refers to the conditions and situations within or inside the organization. The terms internal and organizational environment are used inter-changeably. The internal environments of an organization are dependent on the external influences to an extent. As, in certain cases, the external environment changes constantly, adjustments in the organizational environment often are needed.

A few of the factors or elements those particularly are relevant for managing human resources are:


Company Culture

Business Strategy

These entities that influence the managing of human resources within the organization provide an immediate context for HR practices. In addition, the factors that include the organizational environment are very much dependent on each other for their maximum affect.

3.2.1 - Technology

The rate of technological evolution greatly accelerated after reliable technology was created for generating power. As a very basic example, the introduction of steam engine was an enormous contribution to the economic systems of organizations. Similarly, much more technological advancement was made which added to the business industries. This process worked and expanded like a chain reaction, as the expanded demand required more workers, more machines, and a large scale of production.

With the term technology, the computer sciences is the first technology that comes in mind, and more recently, this technology have completely changed the face and practices of the industry. It changed how people work and how they are managed. The most spectacular consequence of information technology which revolutionized the world is that it makes it possible for an organization to employ a virtual workforce, and these virtual employees are not restricted by their geographical locations, but can be anywhere in the world working together like teams.

3.2.2 - Company Culture:

The term Company Culture is the unique pattern of shared assumptions, values and norms that shape the socialization activities, language, and symbols in the organisation. For example, it is agreed that, the best Chief Executive Officer is thought to understand the human resources policies and practices contribute to the development of a strong company culture when they are aligned with and support a firm's strategic direction. This is the reason why, the organisational culture has got a great influence from its leadership. Effective leadership ensures that the people are generally working to achieve the same results. By formulating a version, mission and values, company leaders are the one that are responsible for the questions of the type, What and Why. Leaders set the examples and change and formulate the cultures by their ways of dealing with their employees. A normal practice of a leader can produce major changes in the organisational cultures. Exactly like the practices of the leadership, the vision of the management is also a factor influencing the organisational cultures. All these changes brought into the culture ultimately influence the human resource practices, as the management are influenced by the vision and cultures introduced by the leaders and so are the practices then put on ground while dealings are made by these managers while managing human resources.

3.2.3 - Business Strategy:

Business strategies are one of the most important factors in the human resources policies and directions. Business strategies are a set of integrated and coordinated commitments and actions intended to achieve stated business goals. In order to achieve these goals, the most important resources of the organisation are needed to be used and utilised in the best possible way to produce highest possible output, and these resources are the none other than human resources. Hence, this is the goal of the management or the policy makers for the human resources department are to redesign the preferences according to the company's strategic preferences, to achieve the ultimate goals and aims. The types of employees that are generally affected by the changing business strategies are recruited specifically, and or in certain cases, the existing employees are trained and specialised to remain capable to work accordingly as required by the strategy.

More on organisational culture Handy (1985) popularized a method of looking at culture which some scholars have used to link organizational structure to Organizational Culture. He describes:

Power Culture it concentrate power in a few pairs of hands. Control radiates from the centre like a web. Power Cultures have very small rules and little bureaucracy; fast decisions can ensue.

Role Culture, Nornally people have clearly delegated authorities within a highly defined structure. Typically, these organizations form hierarchical bureaucracies. Power derives from a person's position and little scope exists for expert power.

Task Culture, teams form to solve particular problems. Power derives from expertise so long as a team requires expertise. These cultures often feature the multiple reporting lines of a matrix structure.

Person Culture exists where all those believe themselves advanced to the organization. Continued existence can become difficult for such organizations, since the concept of an organization suggests that a group of like-minded individuals chase the organizational goals. Some professional partnerships can operate as person cultures, because each partner brings a peculiar expertise and clientele to the firm.

3.2.4- Assess work life balance issues and the changing patterns of work practices

Work-life balance is all about people having a measure of control over when, where and how they work. It is achieved when an individual's right to a fulfilled life inside and outside paid work is accepted and respected as the norm, to the mutual benefit of the individual, business and society. Everyone benefits from good practice in work-life


can find it easier to deliver services; easier to recruit, retain and motivate their staff; easier to recruit from a wider pool; easier to reduce stress, sick leave, staff turnover and absenteeism; and easier to increase motivation, loyalty and productivity.

The economy:

Benefits as the labour market grows in size. Alot of skilled and experienced people are available to work. Skills are taken in the labour market. Women in particular become more financially independent. Productivity can grow. A larger workforce allows for more flexible deployment of resources. That can lead to more employment and greater business opportunities.

Parents and carers:

Can spend quality time at home, as well as supporting financially those they care for.

Society benefits as mothers and fathers can more easily support their children. Sick or disabled people who are helped by carer can enjoy a better quality of life, with less need to rely on the NHSand social services. People with disabilities have better access to work. People who want to improve their skills have time to study

Organisation recognised that effective practice to promote work life balance can benefit the organisation and its employee in the following ways:

Through easier recruitment, by encouraging more applications. The business has a wider pool of potential employees to choose from and so can recruit people with better skills or experience. Assuming that a job has to be done in a certain way because that is the way it always has been done is a common cause of recruitment

Through better retention, by introducing practices that enable and encourage employees to stay with the business. It can often cost more to recruit and train a new employee than to keep the original employee, especially if the business has invested heavily in training him or her.

By making employees more committed, loyal and productive. The rate of staff absenteeism tends to fall when employees can take up flexible working patterns. Levels of employee satisfaction tend to improve. Employee productivity rates can also rise. And, because having employees with a range of working patterns can be a business benefit in itself, the organisation may be able to offer longer opening hours or to produce goods for longer each day.

changing patterns of work practices :

The changing patterns focus the company and gives the following option:

Patterns that focus on how much time an employee works

Patterns that focus on when employees do their work

Patterns that focus on where employees work

Patterns that give employees a complete break from work

Packages that offer choice and security to employees.


The Grievance is termed used, when an employee officially reports against the management, the report or the complaint is called Grievance (Gennard, Judge, 2002). In the case when the employee is no very happy with the actions taken by the management in relation and or in response to an incidence, then employee has the right to request a grievance hearing. This hearing committee generally include both the managerial and non managerial staff and representatives. It is generally thought that, the specific details of grievance procedure are not as important as the way in which the policy is carried out. When consider these areas, increase employee loyalty and commitment.

Keeping in mind the recent incidences occurred in the Professional Manufacturing Limited, the grievances procedures and practices are proposed and outlined as follows:

The basic policy of the grievance is to:

Be given a fair hearing by their immediate supervisors or managers concerning any grievances they may wish to raise.

Have the right to appeal to a more senior manager against a decision made by their immediate supervisor or manager

Have the right to be accompanied by a fellow employee of their own choice, when raising a grievance or appealing against a decision

Grievance procedures:

The Procedure of the grievance that is proposed for the Professional Manufacturing Limited is outlined with its main stages as follows:

Written statement:

First you should send a copy of grievance in written form and send it to your employer or team leader. The employee raises the matter with his or her immediate team leader or manager and may be accompanied by a fellow employee of his or her own choice.

The meeting:

If the employee is not satisfied with the decision, the employee requests a meeting with a member of management who is more senior than the team leader or manager who initially heard the grievance. This meeting is supposed and thought to take place within a few couple of days, supposedly five working days, of the request and is attended by the manager, the manager responsible for the personnel, the employee appealing against the decision, and his or her representative. The manager responsible for personnel records the result of the meeting in writing and issues copies to all concerned.

The Appeal:

If the concerned or affected employee is still not satisfied with the decision, he or she may appeal to the appropriate director. The meeting to hear this appeal is held within five working days of the request and is attended by the director, the manager responsible for personnel, the employee making the appeal, and if desired and needed, his or her representative.

The stages of a discipline issue that result in dismissal:

The Disciplinary procedures are needed due the following factors:

So employees know what is expected of them in terms of standards of performance or conduct (and the likely consequences of continued failure to meet these standards).

To identify obstacles to individuals achieving the required standards (for example training needs, lack of clarity of job requirements, additional support needed) and take appropriate action.

As an opportunity to agree suitable goals and timescales for improvement in an individual's performance or conduct.

To try to resolve matters without recourse to an employment tribunal. As a point of reference for an employment tribunal should someone make a complaint about the way they have been dismissed?

Stages of a discipline that issue that result in dismissal:

The discipline stages for dismissal are same like the grievance procedure, the discipline and dismissal procedure has three steps.

1) Written statement:

First you should send a copy of grievance in written form and send it to your employer or team leader. The employee raises the matter with his or her immediate team leader or manager and may be accompanied by a fellow employee of his or her own choice.

The meeting or hearing:

If the employee is not satisfied with the decision, the employee requests a meeting with a member of management who is more senior than the team leader or manager who initially heard the grievance. This meeting is supposed and thought to take place within a few couple of days, supposedly five working days, of the request and is attended by the manager, the manager responsible for the personnel, the employee appealing against the decision, and his or her representative. The manager responsible for personnel records the result of the meeting in writing and issues copies to all concerned.

Appeal against decision or hearing:

If the concerned or affected employee is still not satisfied with the decision, he or she may appeal to the appropriate director. The meeting to hear this appeal is held within five working days of the request and is attended by the director, the manager responsible for personnel, the employee making the appeal, and if desired and needed, his or her representative.

4.1 - Role of ACAS:

In Great Britain, the ACAS has provided conciliation and arbitration services since very long time. These services were provided by government departments until 1974, when the Labour government formed the independent Advisory, Conciliation and Arbitration Service (ACAS). This is an independent organization, with no supervision by the government, and is seen as vital in maintaining its reputation as a genuine third party agency which can help resolve problems at work, both of a collective and an individual nature. ACAS tends to ensure effectiveness at a workplace and its productivity, and its model forms the basis of advice and training on good practice. It has its own rules and guidelines for an effective and efficient workplace to keep it successful. The main areas that are covered by ACAS are as follows:

4.1.1 - Settling Collective Disputes:

This is the area where ACAS provides assistance through its officers, generally at the request of either involved in a certain dispute. The parties are supported to use their own internally agreed practices to work out their issues and disagreements.

4.1.2 - Mediation of Disputes:

Mediation and arbitrating in disputes are not actually observed by the ACAS officials themselves, (Salomon 2004) but for these cases certain experts are appointed who are independent; these experts investigate the issue and make an award that the parties agree to accept in advance.

4.1.3 - Complaints about Employee Rights:

In contrast to the dealing the situations of collective conciliation, the area of individual conciliation is a statutory part of ACAS activity, as a leading or introduction segment for to be considered by an employment tribunal. This segment is one of the most dealt aspects of ACAS. This is also thought to be the area in which HR practitioners have greatest contact with the ACAS services, and, as with other areas of its work, this generally receives very positive feedback from the users.

4.2 The Role of employment tribunals:

Employment Tribunals (ETs), is previously known as Industrial Tribunals, are a judicial system set up to make decisions on employment disputes. The increasing number of ET applications all have one thing in common they dispute that the employing organisation has acted incorrectly in managing its people whether in dismissal or discrimination cases, or through breach of contract or violation of statutory rights.

ET is critical for all employing organizations, particularly for Small and Medium-Sized Enterprises (SMEs), for the following reasons:

The decrease in the qualifying period of continuous employment from two years to one to claim unfair dismissal has created a larger pool of people eligible to make a claim

The raise in the cap on unfair dismissal awards has led to greater financial risk of ETs. Awards in discrimination and whistle-blowing cases are uncapped.

Significant investment of management and legal time that is required to prepare for a case

Top media profile of ET cases, which can damage employee self-confidence and an organisation's reputation as a fair employer.

Finally, SME businesses are less likely to have an in-house HR function or legal team capable of handling ET claims and maybe more dependent on using external solicitors to present their case.