This video will define the steps of strategic HR planning, including assessing current needs, forecasting the future and supporting the overall organizational strategy.
- Benjamin Franklin once said, "By failing to prepare, "you are preparing to fail." Businesses everywhere know this quote rings true, and that's why most organizations have a strategic and financial plan to guide them in successfully achieving their missions, and you, as strategic HR partner, should have a plan too. Your strategic plan is about discovering what you have now, what you need, and how you fill the gap between them. Take note, this video will highlight the heart and soul of strategic HR. What I'm about to share is the essence of why you're here, and it offers a real chance for you to take ownership of your HR responsibilities.
Before we get started, I want to point your to the exercise files for this course. Downloading them now, so you can look at them while you go through this video, will help make the information a lot more clear. Ready? The first question you should ask, in creating a strategic plan is, what people and skills are available to us now? To answer this, you will need to identify the knowledge, skills, and abilities of your current staff. Literally, lay out the skills your organization needs from its people, in order to function, and then employee by employee, determine who has which skill.
A good place to start this process is with your job descriptions. The next question you should ask is, where is the organization going? Hopefully, you already know this answer through your conversations with leadership, and your review of the company-wide strategic plan. The next questions are, where are the gaps between what we have, and what we need, and how will we fill those gaps? For example, you might work for a small company who operates in three states, and all product sales come from a telephone call to a sales person. Suppose the leadership team determines that one strategic goal is to increase market share into three more states, and a second goal is to get the product into large retail stores.
As a strategic HR partner, you will determine if there is anyone in your organization already qualified to achieve these goals. Can someone you already have increase market share, and get the product into retail stores? Do you need more salespeople? How many? What about training? Let's say leadership has a third strategic goal, which is to earn online sales, and connect it to a customer relationship management software. Again, you'll ask who you already have who can achieve the goals, and if there's gaps, how you will fill them.
Can someone already working there manage online sales? How many will you need? Do you need an IT person, to hire to maintain the CRM? What about customer service for those new customers? Beyond staffing, your strategic plan includes other areas too, it might include gaining a more diverse workforce, increasing employee satisfaction, developing more work/life balance, data protection, reward systems, or performance management. The point is, that instead of doing HR administratively, and instead of focusing on putting HR fires, a strategic plan allows you to grow HR alongside the business.
In the end, a strategic HR plan plays a vital role in achieving our company's overall strategic plan, and will really show your leaders that you understand the direction the business is moving. On a final note, often leaders do create strategic plans without input from HR, and that may be the case in your organization, but if you can clearly articulate the common people themes behind the plan, such as how many staff members will be needed, what jobs will be created, combined, or removed, and what skills gaps will need to be filled, then you'll be on your way to becoming a more strategic partner, so use those templates I've provided, and the best thing you can do now is jump right in.
- Tying HR to your company's vision and mission
- Strategic planning
- Measuring training program success
- Building engagement
- Creating culture