Relationship Between Human Resource Planning and Strategic Organizational Planning

2723 words (11 pages) Essay in Human Resources

23/09/19 Human Resources Reference this

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ASPIRE 2 INTERNATIONAL

MANAGING PEOPLE AND ORGANISATIONAL BEHAVIOUR

 Executive Summary

 For the smooth working of any organization or business in the long run several factors should be taken into consideration. The management of the factors related to human resource planning and strategic organizational planning for the growth and development of the company. The following study has shed relevant light on these factors while overviewing the aspects and features of the case study of Westpac in a detailed and intricate manner. The degree of effectiveness of the reviewed company in the management of the aforementioned aspects and the challenges associated with the same have been highlighted and Suggestions regarding the models of global mindset employee development and high-performance team development have also been provided for enabling the gain of greater clarity in the given topic.    

 

Table of Contents

1. Introduction

2. Overall Findings and Analysis

2.1 Relationships between Human Resource Planning and Strategic Organizational Planning

a. Analysis of the Relationships between Human Resource Planning and Strategic Organizational Planning

b. Two Potential Challenges for the Westpac HR Professional in ensuring the Alignment of Human Resource Planning and Strategic Organizational Planning

2.2 Process and Methods of Human Resource Planning

a. Effectiveness of the Human Resource Planning Methods of Westpac

b. Two Potential Challenges in Westpac Manpower Planning for Human Resource Professional

2.3 Development of High Performance and Global Mindset Managers and Employees

a. Application of Relevant Model for the Development of High-Performance Work Team

b. Application of Global Mindset Model in the Development of Global Mindset Working Force

3. Conclusions

References

1. Introduction

Understanding the main features and aspects of a range of terms is essential on the part of the management of all kinds of organizational entities of all sectors and industries of the various regions of the modern day. The following sections have attempted to provide a greater magnitude of understanding in the context of the overall relationships between the strategic organizational planning aspects and the human resource planning factors, with relevance to a given case study about Westpac, a prominent banking organization providing services in Australia, New Zealand and a range of other countries through Asia and America. The analysis of the overall effectiveness of the practices of human resource planning initiated by Westpac has been included within the following sections as well. Suitable suggestions regarding the aforementioned have been included, with the application of the models of high performance and global mindset development also being included. The determination of these points can help in the gain of greater insights regarding the main features of human resource planning and organizational development in an appropriate manner. Herein, the following study is about the analysis of the overall relationships between human resource planning and strategic organizational planning, with special attention being allocated on the case study of Westpac.  

2. Overall Findings and Analysis

2.1 Relationships between Human Resource Planning and Strategic Organizational Planning

a. Analysis of the Relationships between Human Resource Planning and Strategic Organizational Planning

Strategic Organizational Planning

Strategic organizational planning refers to the overall process implemented by any organization for the purposes of defining its overall tactics, strategies ,decision-making and allocating its resources towards the completion of the main tasks and operations. Westpac for example, has ensured for the supporting of its developed organizational vision and involved five main divisions for handling the varying needs of more than 13 million customers.It has main focused on the accessibility, outlining of the objectives, targets and achieved progress

Human Resource Planning

Human resource planning denotes the process implemented by the management of business firms for the identification of the present and future conditions of the companies human resource needs and requirements. In the given case study it is revealed that Westpac has been successful in executing appropriate and effective human resource planning strategies and tactics in the right manner. In the company human resource planning strategy has been linked to its overall marketing strategy in complicated way, with regular reviewing of its working force and planned decision-making being ensured (especially in the context of the company budgeting, mission and strategic plan development). Regular meetings and dialogues are held for ensuring the development of efficient future plans in accordance with the performances, and capabilities of the company working force.                

Relationship between Human Resource Planning and Strategic Organizational Planning

The relationship between strategic organizational planning and human resource planning is one of inter-dependency..As the strategic organizational planning strategies help in the determination of the decision-making aspects and long-term objectives of a company with the same being major basis for the development of the human resource planning tactics in the end. Furthermore, the human resource planning strategies help in the adjusting of the people within, outside and coming into a company. Efficient HR planning tactics are necessary for the development of further strategic organizational planning strategies (Bryson, 2018).

Degree and Nature of the Alignment

The strategic organizational planning and human resource planning aspects of Westpac have been observed to be strongly aligned.

Reason 1

Development of person centric managers and working place

The strategic organizational planning aspects of the company have led to the development of person-centric managers and working place for example the company is managing to divide its wokforce into five main divisions.

 REASON 2

Establishment of proper workforce linking its business strategies and plans in an appropriate manner

 Human resource planning strategies have led to the establishment of a proper workforce that manages to link with its business strategies and plans in an appropriate manner. This led to the initiation of proper HR planning in accordance with capabilities.For instance, the establishment of proper programs on the basis of the needs of the business and workforce planning(Wolf & Floyd, 2017).      

b. Two Potential Challenges for the Westpac HR Professional in ensuring the Alignment of Human Resource Planning and Strategic Organizational Planning

 Challenges faced by the Westpac in ensuring the alignment of the strategic organizational planning aspects

Challenge 1

 human resource planning include the difficulties in the management of the culturally diverse range of people that comprise the working force. The differences in the measure of satisfaction gained by the employees often prove to be the important factor.The difficulties faced by offices are the communication and collaboration between the different members of the diverse workforce was not satisfactory.

Challenge 2

 Difficulty of managing a very large working force in the aspects of skill management and position allocation such as the inappropriate management of the large workforce of some of the branches led to the inadequate completion of the desired planning objectives and the development of the further strategies (Kavanagh & Johnson, 2017).

Westpac has to manage the positioning appropriately for the reduction of these kinds of challenges.       

2.2 Process and Methods of Human Resource Planning

a. Effectiveness of the Human Resource Planning Methods of Westpac

The human resource planning methods initiated by Westpac have been noted to be fairly effective and appropriate in a consistent and efficient manner..Link between the developed business strategies and the existing conditions of the current working force has been one of the main reasons for the continued success of the organization.Example it has established a proper business program based mainly on the needs of the business and the existing working force. The use of workforce planning surveys and metrics has been very beneficial since the needs and requirements of the company working force and the alignment with the developed strategies have been taken care of in an appropriate manner. As such, a major point for consideration while analyzing the effectiveness of the human resource planning methods of Westpac is the need of alignment of the requirements of the organizational human resources with the developed strategies and initiated method.For example, The company has managed to ensure the development of its business strategies and strategic planning aspects in accordance with the existing states of human resources. This is one of the main reasons for the long-term success. (Griffin, Phillips & Gully, 2016). 

Another point that highlights the effectiveness of the human resource planning aspects implemented by Westpac is the presence of consistent dialogues with the various members involved with the completion of the main business objectives. The presence of an adequate magnitude of communication is essential, with the alignment of the strategic organizational planning factors with human resource planning being ensured in the desired manner in the long run. This, in turn, leads to effective human resource planning,  (Robbins & Judge, 2016).   

b. Two Potential Challenges in Westpac Manpower Planning for Human Resource Professional

The potential challenges faced by the HR professionals in the context of the manpower planning aspects include the management of the budgeting aspects related to the planning of the organizational human resource management points. Since the department of human resource planning is not one that generates revenue over the course of time, the consideration of the expenses, expenditure and associated costs has to be initiated very carefully. This becomes difficult in the cases of companies  that are large and have many functioning branches in different regions across the globe.

Another potential challenge is the difficulty of managing the perception of the employees regarding human resources. Since a large working force comprises of several different people, each group has a different viewpoint regarding the effectiveness of the implemented HR planning strategies (Katzenbach & Smith, 2015).

2.3 Development of High Performance and Global Mindset Managers and Employees

a. Application of Relevant Model for the Development of High-Performance Work Team

For the gain of long term financial successes in an efficient manner the development of high performance team in cultural place of work in important in an organization . The initiation of the high-performance management model can prove to be very useful in this context. The main points for consideration while initiating the development of a high performance working team in a diverse working place include the aspects of commitment, communication, design, execution and learning. The inculcation of the qualities of commitment and communication in the desired manner is absolutely important since employees are more than likely to provide their all for the completion of the allocated tasks and responsibilities in an appropriate manner in the long run (while proper communication can help in appropriate information transfer). The use of the 7Cs of effective communication has to be ensured in the framework of team development, with the communication process needing to include the qualities of completeness, conciseness, consideration, clarity, concreteness, courtesy and correctness in an appropriate way (Buchanan & McCalman, 2018). 

 The designing of the main plans in accordance with the requirements and needs of the working force is also essential, with the initiation of the qualities of task execution and leaning within the workers also enabling the completion of the main operations in the best possible way.  The employees with these kinds of mindsets can also be flexible enough in working with workers belonging to different cultural backgrounds, to the point of ensuring the presence of high-performance teams and groups within a multi-cultural working . (Argyris, 2017). Companies like Westpac can gain relevant gains upon using these kinds of model for managing their work force in the desired manner.      

b. Application of Global Mindset Model in the Development of Global Mindset Working Force

A proper global mindset model consists of several points and factors. The consideration, acknowledgement and eventual implementation of these points are essential for the sake of ensuring the development of a global mindset working force (by a company like Westpac). As such, the main factors that need to be included within the company working force include the recognition of the cultural biases and values of the employees, the determination of the employee personality traits, the determination of the main aspects of the workplaces, the development of proper intercultural relationships . The latter entity manages to determine the cultural biases and personality traits of the potential employees during their recruitment, with the flexible personnel being chosen for eventual selection in the long run (Argyris, 2017). In the context of intercultural relationship development.people of different backgrounds in the same team for fostering better communication and relationship development among them. As such, the use of this kind of model can prove to be beneficial for Westpac for the development of a global mindset working force.    

3. Conclusion

The observations of the aforementioned sections have revealed that the reviewed organizational entity, Westpac, has managed to ensure the consideration and implementation of the main factors pertaining to the management of the points like strategic organizational planning and human resource planning. The strategies implemented by Westpac have proved to be quite successful in the management of these aspects, though the advent of potential challenges has also been observed in this regard. The mitigation of these kinds of challenges and issues needs to be ensured for the continued successes of organizational entities like Westpac over the course of time. The implementation of the high-performance management model and a proper global mindset model can help the reviewed company in managing to gain a greater magnitude of competency in the context of the development of a globally minded high-performance working force in the long run. Thus, it is concluded that a proper strategy is essential for the initiation of proper human resource and strategic organizational planning.      

References

  • Argyris, C. (2017). Integrating the Individual and the Organization. Routledge.
  • Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
  • Buchanan, D. A., & McCalman, J. (2018). High performance work systems: The digital experience. Routledge.
  • Cascio, W. F. (2015). Managing human resources. McGraw-Hill.
  • Griffin, R. W., Phillips, J. M., & Gully, S. M. (2016). Organizational behavior: Managing people and organizations: Nelson Education.
  • Katzenbach, J. R., & Smith, D. K. (2015). The wisdom of teams: Creating the high-performance organization. Harvard Business Review Press.
  • Kavanagh, M. J., & Johnson, R. D. (Eds.). (2017). Human resource information systems: Basics, applications, and future directions. Sage Publications.
  • Noe, R. A., Hollenbeck, J. R., Gerhart, B., & Wright, P. M. (2017). Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.
  • Robbins, A. P., & Judge, T. A. (2016). Organizational behavior, (17th edition). Pearson Education Limited.
  • Wolf, C., & Floyd, S. W. (2017). Strategic planning research: Toward a theory-driven agenda. Journal of Management43(6), 1754-1788.

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