Planning and managing human resources strategic planning for human resources management, 2nd ed.
This book is intended for human resource (HR) practitioners,HR or personnel managers, specialists in HR planning, and students interested in this field.We saw a need for a book, designed for practitioners, that would go beyond traditional and heavily quantitative approaches to HR planning. This...
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| Main Author: | |
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| Format: | Book |
| Language: | English |
| Published: |
HRD Press, Inc.
2020
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| Subjects: | |
| Online Access: | http://dspace.uniten.edu.my/jspui/handle/123456789/15714 |
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| Summary: | This book is intended for human resource (HR) practitioners,HR
or personnel managers, specialists in HR planning, and students
interested in this field.We saw a need for a book, designed for practitioners,
that would go beyond traditional and heavily quantitative
approaches to HR planning. This book is focused on HR as a
tool for implementing organizational strategic plans. We define
strategic planning for human resources (SPHR) as the process of
anticipating long-term HR supplies and demands relative to changing
conditions inside and outside an organization, and then crafting
HR programs and other initiatives designed to meet the
organization’s needs for knowledge capital.
The broad goal of this book is to help practitioners improve
their skills in strategic thinking and planning. Top managers want
HR practitioners who anticipate problems, rather than merely react
to them. Some authorities in the HR field believe that the future
career success of practitioners will increasingly hinge on how skilled
they are at strategic thinking and planning. Others note that firms
that develop and implement workforce strategies consistently outperform
their more short-term, crisis-driven competitors.
The approach we have taken is to (1) describe a simple but generalizable
model of SPHR and (2) derive practitioner “roles” from
each step in the SPHR model. Some readers might object that the
model and the roles we describe are not found in practice. In part,
at least, they are right. The reader seeking practitioners who bear job titles like “HR Scanner,” “HR Policy Formulator,” or “HR Organizational
Coordinator” will not find them. Nor will it be easier to pinpoint specific organizations
using all steps in the SPHR model. |
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