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Running Head: HR PLANNING AND ORGANIZATIONAL STRATEGY 1

Human Resource Planning and Organizational Strategy

Name

Institution
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Human Resource Planning and Organizational Strategy

Discuss the relationship between human resource planning activities and the

organizations strategic development and implementation

Human resource planning activities encompass the preparation of job analysis, human

resource inventory, human resource forecast, and the comparison of forecast and inventory.

Human resource planning activities is the estimate future supply of and demand for human

resources to accomplish stated organizational goals (Drucker & Maciariello, 2008). Strategy

formulation and implementation entails the process that determines how to carry out the long-

term objectives of an organization with the expected available resources. Strategy formulation

and execution is the systematic approach analyzes the threats and opportunities in the

environment to enhance organizational productivity and efficiency (Plunkett, Allen, & Attner,

2012).

The relationship between HR activities and strategy formulation and implementation is

close and one can never be separated from the other. They are linked with one another because

the human resource planning activities are a fundamental part of the overall organizational

strategy formulation and implementation (Mathis, Jackson, & Valentine, 2013). Hence, the

relationship between human resource planning activities and organizational strategy formulation

and implementation can be depicted under two aspects: follower and partner correlation of the

human resource planning activities. The follower correlation depicts that the human resource

planning activities are a vital part of the general organizations corporate plan (Drucker &

Maciariello, 2008). The human resource planning activities are grounded upon the overall

strategies and objectives of the firm. They are prepared through adhering to the guidelines of the

overall organizations corporate plan. Therefore, human resource planning activities are custom-
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made to cater for the needs of the general vision, objective, and mission of the company.

Furthermore, this correlation explains that the human resource planning activities stem from the

general organizations corporate plan (Plunkett, Allen, & Attner, 2012).

For the partnership relationship between human resource planning activities and

organizational strategy formulation and implementation to occur, both of them must be devised

simultaneously (Mathis, Jackson, & Valentine, 2013). The human resource manager and human

resources are deemed as valued resources in the company. The partnership relationship between

human resource activities and companys strategy formulation and implementation ensures that

the personnel are fully included in the implementation of the strategy (Drucker & Maciariello,

2008). Furthermore, the implications of human resources are taken into account in the stage of

formulation of the strategic plan. Hence, the primary goal of this correlation is to link human

resource activities with organizations strategic plan to attain the goals of the company. Lastly, it

guarantees that the activities of human resource management are taken into account before

developing the strategic corporate plan (Plunkett, Allen, & Attner, 2012).

Describe the Eight Elements of the Staffing Process

Staffing denotes the process by which the skills, talent, experience, and knowledge are

supplied to attain the objectives of the organization. People are crucial resources of a company,

and an organization should have the capabilities to attract, reward, develop, and keep qualified

personnel. The staffing process is a set of stages, which managers perform to offer the company

with the appropriate personnel in the appropriate positions. Eight elements can be used to explain

the staffing process (Drucker & Maciariello, 2008). First, the human resource-planning element

encompass the planning of the labor requirements to match job demands and needs. It entails

determining and forecasting future needs of the work force. The second element of the staffing
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process is recruitment entails attracting and inducing applicants to apply for a vacant job position

in an organization (Mathis, Jackson, & Valentine, 2013). Selection is the third element that

entails the screening stage of staffing wherein the solicited candidate applications are vetted out,

as well as appropriate applicants are chosen as per the job requirements (Plunkett, Allen, &

Attner, 2012).

The fourth element of the staffing process is orientation and placement. Orientation and

placement involves the familiarization of appointed candidates to the work environment and

units via an orientation program. Placement occurs by placing the right employee on the

appropriate job. Training and development is the fifth element of the staffing process (Mathis,

Jackson, & Valentine, 2013). Training is an incentive afforded to the employee to develop and

nurture them. Training is accorded with regard to the nature of companys activities and room for

expansion. Hence, along with training, employees are developed through offering them

additional benefits of thorough expertise of their areas of functionality. Moreover, development

also encompass providing them with crucial and key jobs as an examination or test to assess their

performances (Plunkett, Allen, & Attner, 2012).

Remuneration is the sixth element of the staffing process. Remuneration is a type of

compensation offered monetarily to the workers for their performance in the workplace (Mathis,

Jackson, & Valentine, 2013). Remuneration is accorded with respect to the nature of the job-

unskilled or skilled, mental or physical. It forms a crucial monetary motivation for the workers.

Performance evaluation is another staffing process element. It entails keeping record or track of

the attitudes, behavior, and opinions of the employees regarding their jobs (Drucker &

Maciariello, 2008). Performance evaluation is a regular assessment meant to supervise and

evaluate diverse work units. It is works towards establishing the growth patterns and
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development cycle of the workers. Lastly, transfer and promotion is eighth element of the

staffing process. Promotion is a non-monetary motivation wherein the employee is moved to a

higher job with bigger responsibilities, and transferring or shifting workers to different branches

and units of work of the same company (Plunkett, Allen, & Attner, 2012).

Examine the Relationship between the Eight Elements of the Staffing Process and

the Four Activities Related To Human Resource Planning

The staffing process elements and the human resource planning activities are closely

interrelated (Mathis, Jackson, & Valentine, 2013). The elements of the staffing process are

derived from the findings of the four human resource-planning activities: job analysis

preparation, human resource inventory, forecast, and comparison of forecast and inventory of the

human resources. In other words, the human resource planning activities provide a basis for the

establishment and implementation of the elements of the staffing process. The activities of the

human resource planning lays down the foundation of the elements of the staffing process by

defining job specifications and descriptions, allows managers to establish future requirements of

the workforce, and develops plans to recruit and train workers (Drucker & Maciariello, 2008).

Once the human resource planning activities are established and formulated, the

elements of the staffing process aid in the implementation of the needs instituted by the human

resource planning activities. Hence, the relationship between the elements of the staffing process

and the human resource planning activities is more of a partnership in which one cannot do

without the other (Plunkett, Allen, & Attner, 2012).


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References

Drucker, P. F., & Maciariello, J. A. (2008). Management. New York, NY: Collins.

Mathis, R., Jackson, J., & Valentine, S. (2013). Human Resource Management (13th ed.).

South-Western College.

Plunkett, W. R., Allen, G. S., & Attner, R. F. (2012). Management (10th ed.). South-Western

College Pub.

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