PRIZMA GRUP defines strategic planning for human resources system (SPHR) as the process of anticipating long-term HR supplies and demands relative to changing conditions inside and outside of our organization, and then crafting HR programs and other initiatives designed to meet our organization’s needs for knowledge capital.
 
Our SPHR focuses on analyzing our organization’s HR needs, as our organization’s conditions change, and then supplying strategies to help respond proactively to those changes over time. Our SPHR helps ensure that the right numbers of the right kinds of people are available at the right times and in the right places to translate organizational plans into reality. Our process becomes strategic when some attempt is made to anticipate long-term HR “supplies and demands” relative to changing conditions facing our organization, and then to use our HR department programs in an effort to meet our identified HR needs. There is good reason to pay attention to this issue: organizations that manage HR strategically tend to outperform competitors who do not do so.
 
Our top managers therefore devoted most of their time to policy making, an activity intended to ensure coordination inside our organization. All organizations are composed of people! To be truly effective, plans must take into account the present abilities and future capabilities of people. A human factor is of key importance in strategy formulation and implementation. At the same time, business plans imply human skills that have to be developed in present employees or sought outside the company. Our SPHR simply makes good business sense, but it must be both continuous and consistent.
 
Our SPHR provides the basis for establishing or reassessing the following points:
 
1. Organizational structure (sometimes called organizational design): How should the overall tasks of our organization be divided into entities like strategic business units, divisions, departments, work groups, and jobs?
 
2. Job structure: How should tasks be clustered in positions, jobs, and job families?
 
3. Degrees of authority: How should authority for decision-making be allocated?
 
4. Span of control: How should reporting relationships be established? How many and what kinds of people should report to each superior?
 
5. Equal employment opportunity goals: How should protected groups be represented in various jobs and job families?
 
6. Performance standards: How should measures be created over time to assess individual performance, group performance, and organizational performance?
 
7. Compensation and benefit programs: How should people be rewarded?
 
8. Succession plans: How should succession be planned for?
 
9. Career plans: How should individuals prepare themselves to realize career aspirations?
 
10. Selection criteria: How should people be selected for jobs? How does a job constrain the kind of people appropriate for it?
 
11. Training plans: How should gaps between actual and required knowledge, skills, and abilities be rectified over time? How should people be prepared for high level responsibilities and upward mobility or lateral mobility?
 
12. Organization development programs: How should interpersonal relationships be handled between those in the same or different jobs, considering the potential conflict stemming from different values, goals, and objectives? What relations should exist within and between groups?
 
13. Employee assistance programs: How should conflicts be handled between individuals and between individuals and job requirements?
 
14. Labor relations programs: How should relationships be handled between management, as a class or group, and other classes or groups that have banded together for the purpose of collective bargaining?

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