BSBHRM602 Manage Human Resources Strategic Planning
ELEMENT 3:
Implement Human
Resource Strategic Plan
Performance Criteria Element 3
3.1 Work with others to see that the plan is implemented
3.2 Monitor and review the plan
3.3 Adapt plan should circumstances change
3.4 Evaluate and review performance against plan objectives
BSBHRM602 Manage Human Resources Strategic Planning
Implement Human Resource Strategic
Plan
Monitor and Review the Plan
Adapt Plan Should Circumstances Change
Evaluate and Review Performance Against Plan
Objectives
A strong strategy is helped by:
• A clear organisational structure
• Active involvement of employees
• Employees who have the information and skills they need to do their job effectively.
Look at overall personnel organisation in your company. If you do not already have
an organisational chart, have a staff member prepare one to show the main structure
and responsibilities within the company. Use this diagram as a reference and think
about how your staff are already organised in terms of dealing with HRM issues.
Communication is also very important. You need to ensure that you are committed to
communicating diversity policies and performance openly and consistently to all key
stakeholders.
Open communication to employees, local communities, and shareholders should be
a key component of your HRM strategy and should stimulate your organisation to
continuously improve its performance in this regard. Your communication tools include
the Internet and newsletters published by your company. Larger organisations may
also publish performance reports annually and make additional data available on their
intranet.
Ongoing Evaluation
To ensure long-term success, ensure that you conduct periodic evaluations of the
strategic plan over time. The strategic plan that you develop for your organisation
(and any consultation that you undertake) should be aimed at meeting a number of
objectives. These include the following:
• Values describe the way an organisation and the people who work for it behave
with respect to each other and to their environments. They include the shared
aspirations and beliefs which are the basis for an organisation’s vision, ethical and
behavioural norms, culture and strategies. Values encompass an organisation’s
culture, yet recognise and respect the cultural diversity of its human resources.
In terms of your strategic plan you should recognise the shared values that you
and your employees hold regarding the way HRM operates in the workplace. If
Element 3: Implement Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
people are not valued by management, this may be a place to start. Put in place
strategies which actively encourage improvements in HRM processes. Attempt to
form processes which will align with values, rather than conflict with them.
• Plans refer to the programmed steps which an organisation intends to take to
implement its strategies. They will usually have a relatively short-term timeframe
and be operational in their focus, and may be concerned with how defined
targets are to be achieved. Your processes are written methods which show how
these plans are to be implemented.
• Culture is derived from organisational values and refers to all the norms and
assumptions which provide organisations and their members with implicit and
explicit guidance on how they should perceive, think, feel, and act. It is often
described simply as ‘the way we do things here’. You should not attempt to
introduce HRM strategies which are likely to alter the culture in any significant way
quickly. For example, if the culture of your organisation is one where diversity is
frowned upon, you may encounter much resistance to its introduction, and those
who perhaps need the policy are not likely to be willing to use it. In cases such
as this, you may need to find alternative processes which will be more effective
given the culture of the organisation. Changing the culture of an organisation is
not a simple task, and so you should adapt the strategies rather than change the
culture.
• Legal Requirements include the provisions of Acts of Parliament, statutory
regulations, regulations and by-laws made by local authorities and other agents
of government, the decisions of Courts and other legal forums where these affect
the interpretation or application of statutes or contracts, and the provisions of
individual and collective employment agreements. This is a significant area
which needs to be addressed, and all your strategies for improving human
resource management in the organisation should make reference to the various
legal requirements. Key legislation includes Disability Discrimination Act 1992,
Equal Opportunity for Women in the Workplace Act 1999, Equal Employment
Opportunity (Commonwealth Authorities) Act 1987, Human Rights and Equal
Opportunity Commission Act 1986, Human Rights (Sexual Conduct) Act 1994,
Racial Discrimination Act 1975, Racial Hatred Act 1995 and Sex Discrimination
Act 1984.
The strategies which your organisation chooses to develop must meet a number of
different requirements, and in doing this you can ensure that the processes you use to
implement the systems will best meet the organisation’s requirements.
Strategies and action plans need to be continually monitored to account for any
internal or external developments that occur. Monitoring after implementation is
critical for workforce planning projects. It will enable the organisation to address and
make essential changes to the action plan as required.
Element 3: Implement Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
An important tool for strategic workforce planning is a human resource information
system that is able to track data over time, record capability requirements or
competence of individuals, provide information on the experience and training
of individuals for effective succession planning and assist in the management of
recruitment and selection.
Evaluation works best when it is built into the workforce planning process from the
start. This enables the identification of measures that act as signals for possible
change. Evaluation strategies are critical for providing feedback on internal business
processes and outcomes, and for enabling continuous improvement of strategies,
performance and results.
Developing evaluation metrics, involves determining what it is that needs to be
measured. The task of evaluating projects and strategies is easier when the success
criteria and performance measures for each workforce planning initiative have been
established prior to implementation.
Human resource strategies are usually measured in terms of implementation or
completion of actual programs/projects. To provide more meaningful information,
however, measures can be designed to determine the effect the action plans have on
the defined workforce planning issues.
Therefore it is important, when implementing an HR plan, to consider the following
questions:
• Have clear and measurable HR goals been identified?
• Are the HR performance measures aligned with other existing accountability
measures (e.g. measures that already exist in departmental strategic plans,
etc.)?
• Are systems in place to track performance indicators and analyse any cost
benefit?
• Do results from performance indicators inform priority setting for the next financial
year?
Six monthly or quarterly monitoring of workforce plans is recommended in order to get
a feel for the plan’s success. All actions and strategies should be routinely checked to
ensure they are being implemented and are progressing satisfactorily and according
to timeframe and budget. Progress reporting might include reporting on individual
actions such as starting a new training program and reports might be incorporated in
regular management and staff meetings.
As well as regular monitoring, a formal evaluation (or review) of the workforce planning
framework should be undertaken after 12-18 months or at a suitable point in the
overall corporate planning cycle. This is likely to involve consultation with internal and
external stakeholders. Good quality monitoring and evaluation is usually only possible
over a longer period, for instance to assess the impact of succession planning or
leadership development programs which require a longer lead time to see results.
Element 3: Implement Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
Measuring or judging the success of intangible outcomes, such as staff acceptance of
corporate values, effective workplace communication, or cultural change requires the
development of appropriate key performance indicators. Some thinking would need to
be done at the outset about how to judge progress or success in achieving intangible
or broad-based outcomes.
Evaluation criteria can also be developed to relate to the specific objectives of each
workforce planning initiative. For example, progress in meeting employee recruitment,
retention and development challenges can be evaluated by assessing whether:
• Retention rates have improved
• The organisation’s needs for particular skills or expertise have been fulfilled by
recruitment or training strategies
• Knowledge has been transferred and retained preventing the loss of expertise
prior to retirements.
Methods for obtaining feedback on how well the organisation has accomplished its
action plan and the effectiveness of its outcomes can include:
• Meetings with management
• Employee and customer surveys
• Focus groups
• Analysis of workforce data
• Reviews of progress reports
• Reviews of lessons learnt
• Organisational performance assessments.
Key questions you might consider when assessing the effectiveness of your workforce
plan could include:
• Did the projects achieve their objectives?
• Were there any unexpected outcomes?
• Were the actions and strategies completed and did they fulfil the goals?
• Did the action plan accomplish what the organisation needed?
• If not, did the organisation’s strategies on which the plan is based change? Did
other factors prevent the attainment of the goals?
• Have conditions changed so that the strategies and actions need to be modified?
• Are the workforce planning assumptions still valid?
• Do the workload and workforce gaps still exist?
• Are the skills of employees being developed quickly enough to become effective?
• Is there any imbalance between workload, workforce or competencies?
Element 3: Implement Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
• Do the new recruits possess the required competencies?
• Has the cost of recruiting employees been reduced?
• Has overall organisation performance increased?
• Do adequate staffing levels exist?
Workforce plans and strategies need to be re-evaluated at least annually in order to:
• Review performance measurement information
• Assess what’s working and what’s not
• Adjust the plan and strategies as required
• Address new workforce and organisational issues that might occur.
Work with Others to see that the Plan is Implemented
Stakeholders are those individuals and groups, both inside and outside an organisation,
which have some direct interest in that organisation and its behaviour, actions,
products or services. Stakeholders may include owners, shareholders, suppliers,
customers, special interest groups, statutory agencies, and other regulatory bodies
outside an organisation, and managers, employees, other human resources, employee
organisations, and other employee representatives within an organisation.
It is vital that when developing the strategic plan for HRM in your organisation that you
consult a wide range of stakeholders. Consulting the various stakeholders will ensure
that they are kept fully aware of any changes which you are proposing to introduce,
give the stakeholders the opportunity to comment on your proposed changes, ensure
that the proposed processes will meet the needs of the stakeholders, as well as not
offending them in any way.
They provide you with your staff, customers and support so it is vitally important
that all of these people and organisations are happy with any proposed changes.
Of course, the strategies regarding HRM are unlikely to be of importance to your
customers or suppliers; so you need to ensure that you identify the key stakeholders
with regard to decisions. In the main this will be your shareholders (who will want to
know why the money is being spent), managers (who will be approving the processes)
and your employees (who, along with the managers, will be using the services).
Consultation may be informal (for example talking with those who may be using
the strategic plan) or it may be very formal utilising an official consultation process
whereby you use interviews, focus groups and questionnaires to gain the opinions
of those individuals concerned. Whatever method of consultation you decide to use,
ensure that you gain as much information from the stakeholders as you can, and also
gain as much feedback as you can, both positive and negative, so that you can make
any required changes.
Element 3: Implement Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
As a manager, you will be required to ensure that the strategy is meeting all the
objectives set for it. If it is not achieving this, then you need to establish why, and what
changes need to be made in order for the process to be more effective.
• Objectives
As was previously mentioned if the strategy that you have put in place does not
meet its required objectives, then it is ineffective. A strategy can only be regarded
as being effective if it actually meets the objectives that you set for it. When
evaluating the newly implemented strategy, carefully consider if it is achieving
what you hoped it would achieve. If it does not, look for changes you can make
to ensure that it does meet this requirement.
Element 3: Implement Human Resource Strategic Plan
BSBHRM602 Manage Human Resources Strategic Planning
• Timeframe
Did the strategy become fully implemented within the specified timeframe? If it
did not, what reasons can be found for the delay in full implementation. This type
of information is particularly useful for improving further implementation of the
strategy in the future. Time is money in business, and if a process takes too long
to fully implement, it is likely that it will overrun its budget.
• Budget
As well as a budget for implementation, your strategy will likely have a budget for
day-to-day running. This should be evaluated once the strategy is in place and
running efficiently. You may find that the budget you set for the plan is too low or
too high. Can you justify the higher budget? Or will you need to find measures to
reduce the budget?
• Resource Allocation
Again, you will have attempted to estimate the resources required for the operation
of the plan. You should then evaluate whether enough was allocated, or whether
you will need more (or possibly less) than you anticipated. You may find the plan
used more than you expected, and so justification for more resources should be
found.
Organisations that do not engage in systematic reviews of their workforce
planning efforts are at risk of not being able to respond to changes as they occur
and may ultimately not achieve their business goals.
Element 3: Implement Human Resource Strategic Plan
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