Table of ContentsRestructuring StrategiesTraining and Development StrategiesRecruitment StrategiesOutsourcing StrategiesImplementationA strategic plan guides a school to successfully fulfill its mission. Based on the strategic plan, a school can develop a human resources plan that will enable it to make management decisions in the present to support the future direction of the school. Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not be banned”?Get an original essayThe general objective of human resource management is to:ensure that the organization has adequate human resources to achieve its objectives and its operational plans enable the organization to remain informed of current social, economic, legislative and technological trends that affect human resources and allow the organization to remain flexible in the face of dynamic changes in the environment. Human resource management identifies the future needs of the school after analyzing the school's current human resources, external factors in the labor market and the future human resource environment in which the school will operate. The analysis of issues outside the school and the development of scenarios for the future are what distinguishes human resources management from operational planning. The fundamental questions that need to be answered for strategic human resource management are: Where are we going? Given the circumstances, how do we get there?Modern human resource planning is concerned with forecasting the organization's future human resource needs and the planning required to meet those needs. This requires not only setting goals, but also developing and implementing certain programs, such as recruitment and training, to ensure that people with the right characteristics and skills are present when they are necessary. Human resource planning also involves collecting data information, which can be used to evaluate the effectiveness of the program and warn when revision is necessary. One of the purposes of planning is to facilitate organizational effectiveness. It must therefore be integrated with the business objectives of the organization. Human resource planning continues to receive increased attention due to factors such as the development of new technologies, changing economic conditions, globalization and the changing workforce. THE PROCESS The strategic human resource planning process includes the following four steps, each of which will be discussed in detail: Assess current human resource capacity Forecast human resource needs Gap analysis Develop human resource strategies to support school strategies Assess current capacity Based on the organization's strategic plan, the first step is to assess the organization's current human resource capacity. The knowledge, skills and abilities of current employees must be identified. This identification can be done by developing an inventory of the skills of each employee. It is important that the skills inventory goes beyond the skills required for the position in question. Instead, it should list all the skills demonstrated by each person. For example, community or volunteer activities may involve particular skills that might be relevant to the organization. Education levels and certificatesor additional training should also be included. Once the performance appraisal is completed, it can be reviewed to determine whether the individual is ready and willing to take on more responsibilities and to review their current development plans. Forecast human resource needs. The second step is to forecast future human resource needs based on the organization's strategic objectives. A realistic human resource forecast involves estimating supply and demand. Important questions that forecasts should include are: How many teachers and staff will be needed to achieve the school's strategic goals? What positions will need to be filled? What skill sets and degrees will people need? When forecasting the potential demand for human resources, it is also essential to assess the challenges the school will face in meeting its staffing needs based on the external environment. This assessment should focus on how the external environment may impact human resource needs. Modeling and forecasting can provide management with important information about the implications of different human resource strategies that can be used to support the organization's objectives. Gap Analysis: The next step is to determine the gap between where the school wants to be in the future and where it wants to be in the future. it's now. The gap analysis includes identifying the number of faculty/staff and the skills and abilities required in the future. It is important to review all of the school's human resource management practices to identify practices that could be improved or new practices needed to support the school's ability to move forward. Questions to answer include: What new jobs will we need? What new skills and abilities will be required? Do our current faculty/staff have the required skills? Are employees currently in positions that utilize their strengths? Do we have enough managers/supervisors? Current practices are human resource management systems fit for future needs?To bridge the gaps To bridge the gap between the haves and the have-nots, an approach is needed that: Links the needs of people to the needs of the business. Develop human resources strategies to support school strategies. There are five human resource strategies that a school can leverage to meet its needs for the future: Restructuring strategiesTraining and development strategiesRecruitment strategiesOutsourcing strategiesCollaboration strategiesRestructuring strategiesReducing staff either through layoffs or attritionConsolidating tasks to create well-designed jobsReorganize work units to be more efficientRestructuring strategies can encompass a number of tactics. For example, workforce reductions, either through layoffs or attrition, may be undertaken. Although termination style approaches can yield immediate results; it is important to remember that various may be associated with this approach, depending on the applicable employment contracts. Attrition, on the other hand, is the process of not replacing employees when they leave. The viability of this approach depends on the urgency with which downsizing is necessary. If this approach is chosen, jobs performed within the organization will have tobe reorganized to ensure that all essential work for departing employees is covered. A careful assessment of the reorganized workload of the remaining staff should be conducted, including an analysis of whether or not results have improved. Sometimes existing faculty and staff may be willing to voluntarily reduce their hours, especially in situations that are only temporary. Job sharing may be another option. The key to success is ensuring that employees are satisfied with the arrangement and that it meets the needs of the organization. Excellent communication is a prerequisite for success. The analysis may demonstrate that the organization has more resources in some areas of the school than in others. This in turn would require a redeployment of workers to shortage areas. The training/development needs of the transferee should be considered. Training and Development Strategies Providing faculty/staff with training to take on new roles Providing current faculty and staff with development opportunities to prepare them for future jobs Training and development needs can be met in a variety of ways. One approach is for the school/university to pay for faculty/staff to improve their skills. This may involve sending individuals for courses or certificates. Many training and development needs can be met through cost-effective techniques. Human capital divides training into two types: general training and specific training. General training is any training provided by one organization that another organization can use. Specific training is any training provided by an organization that is specific to that organization. In other words, this is training that would have little use in other organizations. This distinction is important because the first step in analyzing the strategic value of any training program is to determine whether it is general or specific. Before an organization considers a training program to be of strategic interest, it must determine whether or not the training is truly strategic. If an organization intends to make training an essential part of its competitive strategy, it must deliver performance improvement and competitive advantage. The Strategic Training Investment Decision Model is a tool that can be used to analyze the strategic potential of a training program.Recruitment StrategiesRecruit new faculty/staff with the skills and abilities our school will need in the future. 'futureFor strategic human resource planning, whenever the school recruits, it is appropriate to examine the requirements from a strategic point of view, keeping in mind that recruitment involves the creation of a pool of qualified candidates from various sources. Recruitment can be thought of as how an employer initially collects information about potential candidates. The choice of recruitment in turn affects the size, quality and influx of candidates. When deciding on an appropriate recruitment strategy, organizations seem to face a trade-off. On the one hand, an organization may need to hire employees for a position as soon as possible. On the other hand, a quick approach may not produce employees with the level of quality desired by the organization. Since the quality of a candidate's fit and speed to hire will both be important to some organizations and not.