Unit III Developing planning for

strategic leadership, strategic salary

planning, selecting forecasting
techniques
Session Objectives
• Understand What is Strategic Leadership?
• Know Strategic human resource planning
• How To Become A Strategic Leader
Introduction
• Strategic Leadership
• https://youtu.be/pNv48OHOgeI

• Strategic human resource planning

• https://youtu.be/D_P3au6Y1xA
What is SHRP

• ‘A management process designed to

• translate strategic objectives into targeted quantitative and qualitative skills
requirements,
• to identify the human resource strategies and objectives necessary to fulfil
those requirements over both the short and longer terms, and
• to provide necessary feedback mechanisms to assess progress.
• Overall the purpose of the planning is to
• invoke an institutional learning process and to generate information which
can be utilised to support management decisions making in all staffing areas’.
Key features of SHRP

• is viewed as a process.
• There is a temporal perspective such that HRP is directed at meeting
both current and future needs.
• is seen to progress through distinct phases primarily involving
forecasting the demand for and supply of human resources and then
developing plans to address any mismatches arising.
• Monitoring and evaluating outcomes and feedback results are viewed as
integral parts of the process.
• The process should be driven by the strategic objectives of the
organisation and its purpose is to help achieve their fulfilment.
 RELATIONSHIP BETWEEN STRATEGIC HUMAN
RESOURCE FORECASTING AND HUMAN RESOURCE
PLANNING

Input and output relationships between strategic human resource forecasting, strategy
formulation and HRP
Input–output relationships between strategic human resource forecasting, strategy formulation and
HRP – a revised model
Key Elements of HRP Description
Strategic Planning -Environmental Scanning
-Identification of Key Business Issues
-Strategy Formulation

Determining HR implication of Strategy

Demand Forecasting -Forecasting future HR requirement's to meet business objectives

Analysing current labour resources

Auditing current HR capability -Auditing internal labour supply
-Reviewing labour utilisation

Forecasting internal labour supply

Supply forecasting -Forecasting external labour supply

Comparing demand and supply forecasts

Gap Analysis Identifying gaps between needs (demand) and availability (supply)

Developing HR objectives and goals to address identified labour shortages and Surplus
Planning Designing HR strategies, policies and programmes and practices (action planning) to
deliver objectives and goals.

Implementing action plan

Implementation and Evaluation -Monitoring and Evaluating outcomes
-Feedback Results
-Revising and refocusing HR objectives and plans.
Forecasting and Gap Analysis

• Labour forecasting is a process for predicting changes in the demand

for (needs) and supply (capabilities) human capital.
• Estimated increases or decreases in company size, output and
revenue.
• Estimated changes in human capital needs that result from
organisational growth
• Projections of future vacancies
• Estimates of the internal and external availability of the human
capital needed to meet forecast.
• The key outcome is to identify any gaps in the projected demand and
supply.
• The gap can be in either labour shortage or labour surplus.
Labour Demand Forecasting
• involves estimating in advances the number of employees the
organisation will need in the future and it is often viewed as the first
activity in HRP.
• It involves quantitative approaches and qualitative approaches.
• Forecasting Labour Supply entails estimating the availability of
workers with the required SKA to meet the company human capital
needs in the future.
• Forecasting internal labour supply.
• Forecasting external labour supply.
Additional Content

• Seminar in HRM: Strategic HR Planning

• https://youtu.be/7QRVGhfRABA

• How to become a Strategic Leader

• https://youtu.be/FeP5U3TCxu4