UNIVERSITY OF MINDANAO

PROFESSIONAL SCHOOLS
Matina, Davao City

The Value of Planning

In Partial Fulfillment of the

Requirements in MBA 200
Human Resource Management

Submitted to:
Prof. Joel Tan

Prepared by:
Marienne C. Musong

October 2019
Background

James stumbled into his position as the human resource manager. He had been
working for Techno, Inc. for three years, and when the company grew, James moved
from a management position into a human resource management position. TECHNO,
Inc. is a technology and software consulting company for the music industry.

James didn’t have a handle on how to effectively run a human resource (HR)
department, so for much of the time he tried to figure it out as he went. When Techno
started seeing rapid growth, he hired thirty people within a one month; period to meet
the demand. Proud of his ability to accomplish his task of meeting the business’s
current needs, James was rather pleased with himself. He had spent numerous hours
mulling over recruitment strategies, putting together excellent compensation plans,
and then eventually sifting through resumes as a small part of the hiring process. Now
the organization had the right number of people needed to carry out its projects.

Fast forward to five months, however, and it turned out the rapid growth was only
temporary. James met with the executives of the business who told him the contracts
they had acquired were finished, and there wasn’t enough new work coming in to make
payroll next month if they didn’t let some people go. James felt frustrated because he
had gone through so much effort to hire people, and now they would be laid off. Never
mind the costs of hiring and training his department had taken on to make this happen.
As James sat with the executives to determine who should be laid off, he felt sad for
the people who had given up other jobs just five months before, only to be laid off.

After the meeting, James reflected on this situation and realized that if he had spoken
with the executives of the company sooner, they would have shared information on the
duration of the contracts, and he likely would have hired people differently, perhaps on
a contract basis rather than on a full-time basis. He also considered the fact that the
organization could have hired an outsourcing company to recruit workers for him. As
James mulled this over, he realized that he needed a strategic plan to make sure his
department was meeting the needs of the organization. He vowed to work with the
company executives to find out more about the company’s strategic plan and then
develop a human resource management (HRM) strategic plan to make sure Techno,
Inc. has the right number of workers with the right skills, at the right time in the future.
Insight/Reflection

Human resource management plays a very important role in the company. They
provide the needs of the company such as assessing human resource capacity,
forecasting human resource requirements, develop talent strategies, reviewing and
evaluating. They analyze and provide the needs of the company and maintain the right
environment for their employees.

As for the case, James did his best to provide the need of the company especially on
hiring people. It is not easy to hire thirty people in one month; the pressure and the
workload is heavy. This is where a strategic human resource management plays their
part in the company where they align their plans on the organization’s goal.

James’ effort is not enough to complete what is needed in the company because he
does not enough knowledge about the company’s objectives. He lacks coordination
towards the executive of the company. If he had spoken to the executive about his
plan, maybe the executives would have not allowed him to hire thirty people since it is
given that the given project is only temporary. James must be new to this because he
just got promoted, he must have gone through pressure that is why he is very
aggressive in his decision. James must have learned from his mistakes and he should
make a strategic human resource planning before deciding, and more importantly,
never forget to communicate it to the top management.

It's highly important that you maintain the right number of employees to smoothly run
your company. The need for hiring more employees depends not only on how many
people, irrespective of the reason; leave your company, but how rapidly your business
is growing. Hiring the right individuals at right time is crucial to your business' success.

Recommendation

In order to achieve the company’s goal, the human resource management should
align his/her plan to the organization’s goal.

Assessing the current Human Resource capacity. Based on the organization's

strategic plan, the first step in the strategic HR planning process is to assess the
current HR capacity of the organization. The knowledge, skills and abilities of your
current staff need to be identified. This can be done by developing a skills inventory
for each employee.
Forecasting Human Resource requirements. The next step is to forecast HR needs
for the future based on the strategic goals of the organization. Realistic forecasting of
human resources involves estimating both demand and supply.

Gap analysis. The next step is to determine the gap between where your organization
wants to be in the future and where you are now. The gap analysis includes identifying
the number of staff and the skills and abilities required in the future in comparison to
the current situation. You should also look at all your organization's HR management
practices to identify those that could be improved, or new practices needed to support
the organization's capacity to move forward.

Developing HR strategies to support organizational strategies:

Training and development strategies

 Providing staff with training to take on new roles

 Providing current staff with development opportunities to prepare them for

future jobs in your organization

Recruitment strategies

 Recruiting new staff with the skill and abilities that your organization will need
in the future
 Considering all the available options for strategically promoting job openings
and encouraging suitable candidates to apply

Outsourcing Strategies

 Using external individuals or organizations to complete some tasks.

Collaboration strategies

The strategic HR planning process may lead to indirect strategies that go beyond
your organization. By collaborating with other organization, you may have better
success at dealing with a shortage of certain skills.

References:

Strategic HR Planning | CCHRSC. (2019). Ccsc-cssge.ca. Retrieved 23 October 2019, from

http://www.ccsc-cssge.ca/hr-resource-centre/hr-toolkit/hr-planning-
infrastructure/strategic-hr-planning?fbclid=IwAR02Tx2B5HkniK4VBYpOnrdwF8M
Developing and Implementing Strategic HRM Plans. (2019). Saylordotorg.github.io.
Retrieved 23 October 2019, from https://saylordotorg.github.io/text_human-resource-
management/s06-developing-and-implementing-st.html?fbclid=IwAR1CX-
CDflDl1P3SacsOeBwT2Fma1Lz51_5_nYaxzs8_v0_G260q6E2Iye8

Here's How You Can Do Human Resources Strategic Planning. (2019). The Balance Careers.
Retrieved 23 October 2019, from https://www.thebalancecareers.com/how-to-do-human-
resources-strategic-planning-1918404

Here's How You Can Do Human Resources Strategic Planning. (2019). The Balance Careers.
Retrieved 23 October 2019, from https://www.thebalancecareers.com/how-to-do-human-
resources-strategic-planning-1918404