Name: Strategic Planning for Human Resources Management - Robert Earl Sibson
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Robert Earl Sibson is a seasoned strategist in the realm of Human Resources Management, known for his innovative approaches and meticulous attention to detail. With a career spanning decades, Sibson has established himself as a thought leader in strategic planning within the HR domain. His expertise lies in crafting comprehensive strategies that align human capital with organizational objectives, driving sustainable growth and competitive advantage.

At the core of Sibson’s methodology is a deep understanding of the intricate interplay between human resources and organizational success. He recognizes that in today’s dynamic business landscape, human capital is a primary driver of innovation, productivity, and adaptability. Thus, his strategic planning endeavors are characterized by a holistic approach that encompasses talent acquisition, development, retention, and performance management.

Sibson’s strategic planning process begins with a thorough analysis of the organization’s goals, culture, and operational dynamics. By gaining insights into the company’s strategic priorities and challenges, he formulates tailored HR strategies that address specific needs and capitalize on opportunities. Whether it’s expanding into new markets, navigating industry disruptions, or fostering a culture of innovation, Sibson’s plans are designed to empower organizations to achieve their objectives effectively.

One of Sibson’s key strengths is his ability to integrate cutting-edge HR practices with proven business principles. He stays abreast of emerging trends and best practices in HR management, leveraging technology, data analytics, and behavioral science to optimize workforce performance. Moreover, Sibson emphasizes the importance of collaboration across functions, fostering alignment between HR initiatives and broader organizational strategies.

Throughout the implementation phase, Sibson remains actively engaged, providing guidance and support to ensure seamless execution. He believes in the importance of agility and flexibility, continuously monitoring outcomes and adapting strategies as needed in response to evolving circumstances. By fostering a culture of continuous improvement, Sibson enables organizations to remain competitive in an ever-changing business environment.

Additional information

Number of pages:

601

Mundarija

List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix
List of Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xiii
Preface . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . xv
Chapter 1 Introduction to Planning and Managing Human Resources:
Strategic Planning for Human Resources Management . . . . . . . . . . . . . . . . . . 1
What Is Strategic Planning for Human Resources (SPHR)? . . . . . . . . . . . . . . . . 2
How Did Human Resources Planning (HRP) Evolve? . . . . . . . . . . . . . . . . . . . . . 3
What Do We Mean by Strategy? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
Why Is Strategic Planning for Human Resources Needed? . . . . . . . . . . . . . . . . . 6
What Makes Strategic Planning Difficult in Organizations? . . . . . . . . . . . . . . . . 20
How Can the SPHR Process Be Described? . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
What Are the Roles of HRP Practitioners? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
What Is Role Theory? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26
What Do We Know about HRP Roles? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
How Can HRP Roles Be Conceptualized? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29
How Are the Roles of HR Planners Related to the SPHR Model? . . . . . . . . . . . 31
How Is This Book Structured? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
Chapter 2 The Human Resources Organizational Coordinator . . . . . . . . . . . . . . . . . . . 41
What Does the HR-Organizational Coordinator Do? . . . . . . . . . . . . . . . . . . . . 41
Why Is It Important to Link Organizational Plans and HR Plans? . . . . . . . . . . . 42
What Are the Purposes, Goals, and Objectives of the Organization? . . . . . . . . . 42
What Are the Purposes, Goals, and Objectives of Strategic Human
Resource Plans? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Alternative Methods of Linking Strategic Business Plans with HR Plans . . . . . . 48
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54
Chapter 3 The Human Resources Work Analyst . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
What Does the HR Work Analyst Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 63
What Specialized Terms Are Associated with Work Analysis? . . . . . . . . . . . . . . 64
iii
Why Is Work Analysis Important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
What Should Be Analyzed? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 68
How Is Work Analysis Traditionally Conducted? . . . . . . . . . . . . . . . . . . . . . . . 71
How Is General Background Information Collected? . . . . . . . . . . . . . . . . . . . . 71
What Results Do Analysts Hope to Obtain? . . . . . . . . . . . . . . . . . . . . . . . . . . . 73
What Are Some Approaches to Work Analysis? . . . . . . . . . . . . . . . . . . . . . . . . 73
What Are Some Data-Collection Methods for Work Analysis? . . . . . . . . . . . . . 77
How Can the Work Analysis Process Be Carried Out? . . . . . . . . . . . . . . . . . . . 87
How Are Results Verified? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 87
How Are Internal and External Conditions Monitored? . . . . . . . . . . . . . . . . . . 88
How Are Competencies Identified, and How Are Values Assessed?. . . . . . . . . . 89
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Chapter 4 The Human Resources Workforce Analyst . . . . . . . . . . . . . . . . . . . . . . . . . . 103
What Does the HR Workforce Analyst Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . 104
What Specialized Terms Are Associated with Workforce Analysis? . . . . . . . . . 104
Why Is Workforce Analysis Important? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
What Should Be Analyzed? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 106
How Is Workforce Analysis Traditionally Conducted? . . . . . . . . . . . . . . . . . . 107
How Are Job Specifications Prepared? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 109
What Is the Link Between Workforce and Work Analysis? . . . . . . . . . . . . . . . 110
Why Are Employee Performance Appraisals Important? . . . . . . . . . . . . . . . . . 112
What Should Be Evaluated? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 113
How Should Evaluation Be Carried Out? . . . . . . . . . . . . . . . . . . . . . . . . . . . . 119
What Problems Exist with Traditional Employee-Appraisal Methods? . . . . . . 123
How Can Problems with Employee Appraisals Be Overcome? . . . . . . . . . . . . 125
How Are Appraisal Results Used in Human Resources Planning? . . . . . . . . . 128
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 133
Chapter 5 The Human Resources Auditor . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
What Does the HR Auditor Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 137
How Is the HR Audit Conducted? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 138
Deciding on Issues to Examine . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 139
Deciding, Tentatively, How to Conduct the Audit . . . . . . . . . . . . . . . . . . . . . . 142
Selecting People to Assist with the Audit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Collecting Background Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 144
Finalizing the Audit Plan . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
Collecting Audit Information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 149
Compiling Audit Results . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 160
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 163
Chapter 6 The Human Resources Environmental Scanner . . . . . . . . . . . . . . . . . . . . . . 175
What Does the HR Environmental Scanner Do? . . . . . . . . . . . . . . . . . . . . . . . 175
Why Is Environmental Scanning Important? . . . . . . . . . . . . . . . . . . . . . . . . . . 176
iv Contents
Contents
How Is the Environmental Scanning Process Conducted? . . . . . . . . . . . . . . . 176
Identifying Future Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 177
Problems with Environmental Scanning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 179
Assessing the Effects of Future Trends . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 186
Conducting Future-Oriented Work Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . 187
Selecting a Means to Conduct Future-Oriented Work Analysis . . . . . . . . . . . . 196
Verifying Results of Future-Oriented Work Analysis. . . . . . . . . . . . . . . . . . . . . 197
Conducting Future-Oriented Workforce Analysis . . . . . . . . . . . . . . . . . . . . . . 200
Scanning for the HR Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 203
Determining Desired Effects of Environmental Factors . . . . . . . . . . . . . . . . . . 205
Activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 207
Chapter 7 The Human Resources Forecaster . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
What Does the HR Forecaster Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 209
What Are Some Models of Forecasting? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 210
What Are Some Reasons for Demand Forecasting? . . . . . . . . . . . . . . . . . . . . . 215
Forecasting Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 216
What Are Some Reasons for Supply Forecasting? . . . . . . . . . . . . . . . . . . . . . . 221
Supply Forecasting Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 223
Forecasting External Labor Supply . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 226
Chapter 8 The Human Resources Planning Formulator . . . . . . . . . . . . . . . . . . . . . . . . 229
What Does the HR Planning Formulator Do? . . . . . . . . . . . . . . . . . . . . . . . . . 229
Bringing It Together: Conceptual Models for Strategic Planning for HR . . . . . 230
Four-Factor Condition/Criteria Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 231
Other Methods of Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 236
The Range of HR Grand Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 242
Weighing Strategic Alternatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245
Selecting an HR Grand Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 253
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 255
Chapter 9 The Human Resources Integrator . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267
What Does the HR Integrator Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 267
Developing HR Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 269
Providing Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 271
Matching Rewards and Controls to HR Strategy . . . . . . . . . . . . . . . . . . . . . . . 274
Devising HR Policies Consistent with Strategy . . . . . . . . . . . . . . . . . . . . . . . . 277
Coordinating HR Practice Areas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 280
Matching Structure to Strategy, and Strategy to Structure . . . . . . . . . . . . . . . . 284
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 292
Chapter 10 Career Planning and Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301
The Role of Career Planning and Management in Implementing
HR Grand Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 301
v
The Traditional Approach to Career Planning . . . . . . . . . . . . . . . . . . . . . . . . . 304
The Traditional Approach to Career Management . . . . . . . . . . . . . . . . . . . . . 305
Problems with Traditional Approaches to Career Planning and
Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312
Strategic Career Planning . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 312
Strategic Career Management . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 323
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 328
Chapter 11 Recruitment and Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333
The Role of Recruitment and Selection in Implementing
HR Grand Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 333
The Traditional Approach to Recruitment and Selection . . . . . . . . . . . . . . . . 335
Problems with the Traditional Approach to Recruitment and Selection . . . . . 347
Strategic Recruitment and Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 348
Chapter 12 Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 353
What Is Training?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 353
The Role of Training in Implementing HR Grand Strategy . . . . . . . . . . . . . . . 354
The Traditional Approach to Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 356
Problems with the Traditional Approach to Training . . . . . . . . . . . . . . . . . . . . 367
Strategic Training . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 368
Chapter 13 Organization Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 373
The Role of OD in Implementing HR Grand Strategy . . . . . . . . . . . . . . . . . . 374
The Traditional Approach to OD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 379
Problems with the Traditional Approach to Organization Development . . . . . 389
Strategic OD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 389
Chapter 14 Job Redesign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 393
What Is Job Redesign? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 394
The Role of Job Redesign in Implementing HR Grand Strategy . . . . . . . . . . . 394
Organization and Job Design . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 395
Traditional Approaches to Job Redesign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 396
Problems with the Traditional Approach to Job Redesign . . . . . . . . . . . . . . . . 409
Strategic Job Redesign . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 409
Chapter 15 Employee Assistance Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 415
The Role of Employee Assistance Programs (EAPs) in Implementing
HR Grand Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 417
The Traditional Approach to EAPs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 418
Problems with the Traditional Approach to EAPs . . . . . . . . . . . . . . . . . . . . . . 429
Strategic EAPs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 429
vi Contents
Contents
Chapter 16 Labor Relations. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435
The Role of Labor Relations in Implementing HR Grand Strategy . . . . . . . . . 437
The Traditional Approach to Labor Relations Programs . . . . . . . . . . . . . . . . . 438
Problems with the Traditional Approach to Labor Relations . . . . . . . . . . . . . . 445
Strategic Labor Relations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 446
Chapter 17 Compensation and Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 451
Key Terms in Compensation and Benefits . . . . . . . . . . . . . . . . . . . . . . . . . . . . 452
The Role of Compensation/Benefits in Implementing
HR Grand Strategy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 453
The Traditional Approach to Compensation/Benefit Programs . . . . . . . . . . . . 454
Problems with the Traditional Approach to Compensation/
Benefit Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 464
Strategic Compensation/Benefit Programs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 466
Chapter 18 The Human Resources Planning Manager . . . . . . . . . . . . . . . . . . . . . . . . . . 477
What Does the HR Planning Manager Do? . . . . . . . . . . . . . . . . . . . . . . . . . . . 477
How Is the HR Planning Manager’s Role Carried Out? . . . . . . . . . . . . . . . . . . 478
Establishing HR Department Goals and Objectives . . . . . . . . . . . . . . . . . . . . . 478
Creating Department Structure . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 480
Staffing the HRP Department . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 484
Issuing Orders . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 489
Resolving Destructive Conflicts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 490
Communicating within and between Departments . . . . . . . . . . . . . . . . . . . . . 492
Planning for Needed Resources . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 495
Dealing with Power and Politics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 497
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 503
Chapter 19 The Human Resources Planning Evaluator. . . . . . . . . . . . . . . . . . . . . . . . . . 507
What Does the Human Resources Planning Evaluator Do? . . . . . . . . . . . . . . . 507
How is Evaluation Carried Out? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 507
Purposes of HR Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 508
Control Systems . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 513
Criteria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 518
Carrying out the Evaluation Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 522
Feeding Back the Results of Evaluation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 525
Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 533
References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 539
Index. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 551

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Strategic Planning for Human Resources Management – Robert Earl Sibson

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©Lituz.com 2024. All rights reserved. The rights to the books belong to their authors. All books are presented for review only. The administration is not responsible for illegal materials posted by users! Any book will be removed at the request of the copyright holder.

Differences of our site from other sites
•After purchase, you can download the book in pdf format!
•No annoying ads on our website!
•We have 1000+ foreign literature in different genres in 3 different languages!
• Shopping is now more convenient on this page!

In short, "Infinite" times. After purchasing 1000+ books of different genres in 3 different languages from our website, you can download them as you like and enjoy reading!