Q.

Your publishing organization how now approved

your HR Strategic Plan (both the CEO and the
Board) and you are now going to implement it?
ANSWER
HR strategic planning
While designing a recruitment strategy, a company identifies its
position in the market and channels that can be used to attract
candidates. Plus, a recruitment procedure is also decided by the HR to
ensure everything goes smoothly. Resources and techniques are also
decided to hire experienced individuals or inexperienced young talents.
It is ensured by HR professionals that a defined standard is being used
to hire the deserving candidates. Before starting the recruitment
process, an organization decides the number of new employees it
requires and how they will be trained to adopt the company culture. In
addition, there are some internal and external factors that are
considered.
Internal Factors:

Level of production
Sales figures

Budget

Future plans for business expansion

External factors:
Evolution of technology and how the organization will adopt it

Changes in business policies

 Competition
Unemployment rate in the sector
Organizationally responsibility
The human resources management team suggests to the management
team how to strategically manage people as business resources. This
includes recruiting and hiring employees with specific skill sets to meet
the company's current and future goals, coordinating employee
benefits and suggesting employee training and development strategies.
HRM organization strategy include below areas:
Development of the skills for future:-
Building loyalist and commitment

Building a talent pipeline

Staying updated and competitive
 Fulfillment of organizational need of resources timely and effective
manner
Strategic recruitment decision:-
This is an organized method to determining the skill sets should
perform the objective, the number of individuals to carry out the
mission, the crucial positions of the mission, as well as the individuality
types and also designs of the essential settings. As soon as these remain
in location, you examine individuals you have in place, as well as make
note of the areas you more than resourced as well as under resourced.
These are differences. Once the differences are identified, you create a
strategy to get rid of these variances, by establishing sources you have
in place, removed redundancies, as well as hiring for capability that you
cannot establish in home.
Recruitment/methods sources:-
Based on the recruitment of 100 individuals in coming quarter following
techniques /Method could be implemented. We need to decide first
about the types of people and job description though which we need to
source people. We need to categorize people into 3 categories.
1) Higher level requirement: - Method can be applied in such
requirement is professional referrals, Recruitment agencies, Targeted
social media recruitment (LinkedIn. indeed etc.), Test and assess job
candidates to ensure they can do the job.
2) Middle level requirement :- Recruitment agencies, Job sites, Invest in
an applicant tracking system, Employee referrals, web advertising,
talent search and social media.
3) Lower level requirement: - Walk in interviews, sourcing from
contractors, Mass recruitment drive, Job fairs etc.
Applicant qualification required:-
For filling up higher level and to some extent middle level position we
need a thought out view of requirement for qualification and
experience. For instance higher for GM level position requires high level
of educational qualification with supporting experience in later years
with proven track record. For an executive level position we may
require minimum graduation level degree with sufficient work in
respective area. While for low level position such as electrician ,
Gardner are somewhat not require too high qualification and can be
done via physical demonstration of abilities as well.
Organizationally Database:-
In order to have a pipeline of candidate organization create a databases
for the people who has previously given interviews or screened for a
position but couldn't be qualified. Same database can be utilized for
further selection of candidates. For instance a person given interview
for marketing dept. earlier may not
have qualified but suitable for such as administrative work. So
scrutinizing these data may provide us valuable insight about candidate
and less effort required for selection of these. Also it helps to reduce
duplicate as if a candidate is already interviewed chances of
reexamination can be avoided and process of selection can be speedup
to next round.
Evaluating recruiting quality and quantity:-
As we discussed earlier higher level position require more focus on
quality rather quantity as these are highly strategic position and a
thorough thinking is required for selection. Lower level jobs are more of
a quantity based where minimum skills are required and they generally
do not affect much the organization goals.
Middle level recruitment are the ones who require effort in both quality
and quantity as they are the future leaders of the organization and also
due to large requirement of personal we need a proper evaluation
plans for selection and induction of them to the organization culture.
HRM polices are to be decision keeping in view the future requirement
of such personal in the organization and resource required to deal with
their retention.
Evaluating recruitment cost and benefits:-
As recruitment methods have different cost structure. For instance
employee referrals have not much cost in terms of filing the position,
recruitment thought agencies require commission cost to be paid to the
organization, Holding recruitment drive and job fair require significant
cost to fill the position. Advertising and social media campaign have
also cost for listing on their sites. So an organization has to deal with
the cost and benefit associated with selection of a medium. Also HRM
has to decide on the outcome of selection

such as how selected person will be giving output of cost of selection

plus salary benefit provided to him. What are organization priority for
selected post and how much skills and professionalism required for the
organization for the particular post. Higher the skills and responsibility
for the person, their hiring and retention cost will be higher.

Selection, Hiring and selection procedure

Once selection is done an HR has to deal with problem of onboarding
such as induction programs, training of the personal and employee
engagement issues so that employees can be made comfortable with
the organization culture and practice.Hiring process consist of Selection
of prospective candidates ,Skill tests, HR round, Department specific
interview round and final selection based on available positions.In each
round certain specification and skills needed to be assessed for the
candidate. Such as initial stages skills, communication and focus level of
employees are generally judged though specific test and HR round,
then candidates are shortlisted and forwarded to the departmental
heads where they asses the professional and sectorial utility of the
selection. Post that organization finalize the decision for hire based on
negotiation on cost and benefit of the hiring candidate for salary and
perks negotiation.
Once selected there are different onboarding plans based on the
organization in which an employee has to be provided knowledge and
idea of internal workings to get anile with the process and resources
provided to deal with the job anile.
How TO approve your HR Strategic Plan (both the CEO and the Board)
and how to implement it?
In many companies, the CEO and management team are in charge of
developing the company’s strategic plan. The plan is then presented to
the board of directors for approval during a special planning meeting.
Often, the plan is accepted as-is by the board, which lessens director
ownership and prevents them from asking the right
questions.However, what we have been observing more and more
frequently is that the board of directors is no longer satisfied with
simply approving management’s strategic plan once every three to five
years. Indeed, sound governance practices, coupled with an unstable
business environment, have led board members to play a more active
role in developing and regularly following-up on strategy. A survey
indicates that directors spend 24% of their time on strategy and that
50% of them would like to spend more time doing so.It is the board of
directors’ responsibility to monitor the implementation and compliance
of a company’s strategy and its fundamental objectives. This
responsibility usually requires that a strategic planning process be
adopted, that management’s alternative solutions and strategies be
continuously reviewed and approved, and that results be measured
against plans. Involving the board of directors in the strategic planning
process achieves three main objectives: Adds diverse viewpoints to
reinforce the quality of the strategic plan and related decisions
Improves the board’s understanding of the organization’s business
environment and its sense of ownership and accountability Ensures
that the executive team and board members work in a collaborative
rather than confrontational setting

Key success factors to benefit from a board of directors or advisory

committee in a strategic planning processTo play their strategic role to
the fullest, directors must know when to participate and when to pull
back.

Members of a board or advisory committee should not take

management’s place, as in the “nose in, fingers out” concept advocated
by the Institute of Corporate Directors.
To be able to exercise sound judgement about the company and add
value to the strategic planning process,
directors must remain abreast of the relevant and significant
information required, without however making management’s
decisions for them. The qualities of a good director are, without a
doubt, good listening skills, sound judgment, and a talent for asking the
right questions rather than the tendency to think and act alone.So that
the board can add value to the strategy, management must provide
enough information on markets, in particular how supply and demand
are evolving, how it explains opportunities and threats, and its
competitors’ scope, strengths and weaknesses. It is important to have
information from both external and internal sources. Directors need to
have a sound understanding of the company’s financial health and its
capabilities in various areas, in particular its market share, the team’s
know-how, succession planning, etc.Success also hinges on the smooth
functioning of the board or advisory committee. The board must have a
good relationship with management to be able to tell it like it is.
Therefore, a company needs to select objective directors who are
strong team players and who have a broad spectrum of skills. It is often
said that directors should be well-versed in law, finance or accounting,
but for an SME, it is also very important to have directors whose
expertise includes the commercial sector.Complementary profiles are
key here. In order for members of a board or advisory committee to
add value, it is recommended that they include at least three to four
individuals with industry experience -key skills for the company- and
knowledge of the market conditions it is facing. Businesses would also
be wise to look for more general profiles; members with a global and
general business perspective to round out the strategic planning
process.