SESSION 3 : STRATEGIC HRM, HR PLANNING

DEFINITION HRM
HIGH PERFORMANCE WORK SYSTEMS
FOCUS ON STRATEGY


 = org w a t between their social system (people and

The policies, practices and systems that in uence employees’ how they interact) and their technical systems 

behaviour, attitude and performance
(equipment and processes)
➡ HR pro should be
familiar w the org
Companies with e ective HRM : strategy and may play a
➡ Employee & customer + satis ed
Reliance on knowledge workers
role in dvlping strategy

➡ Companies + innovative
Empowerment of employee to make decisions
➡ Speci c HR
➡ + productivity
- need for speci c HR practices (delegating practices can vary
decisions authority, proper training, feedback..)
according to the type of
➡ more favorable reputation
strategy
- employee engagement to + productivity,
Type of human capital : Training, experience, judgement, intelligence, relationships, insight
customer service and retention

Behaviour of human capital : motivation & e ort

Team work
Organizational performance : Quality, Pro tability, customer satisfaction

TECHNOLOGICAL CHANGES
CHANGES IN THE EMPLOYMENT RELATIONSHIP

HR RESPONSIBILITIES

Administrative services and transaction ➡ HR information systems

Psychological contract Flexibility
E-HRM (ex : intranet)
➡ Job security vs employability. ➡ Traditional full time employees vs

business partner services ➡ Strategic

partner HR self-service

➡ Lifelong career vs job-hopping. Alternative work arrangement

HR dashboards
Common areas of involvement ➡ 9 to 5 vs exible hours, shorter wknd
supervisor :
Help de ne jobs

Forecast HR needs
HR PLANNING
FORECASTING - TECHNIQUES USED

Provide training

Interview (and select) candidates

Appraise performance
1⃣ Forecasting labor demand (what job categories, what skill areas,
Recommend pay increases and how many, will increase or decrease)
promotions

Communicate policies

Motivate with support from pay, bene ts… ➡ Leading indicators : objectives measure that accurately predict
the future (ex: economy, competitors actions, pop trends…)

ETHICS IN HRM
TRENDS IN HRM
➡ Trend analysis : study of past employment needs over a period
= Fundamental principles of right or wrong
to predict future needs

Ethical behaviour : behaviour that is consistent with Limits : - sometimes no historical basis for co - events can be
those principles
unpredictable = subjective judgement (ex : covid, 9/11 airline..)
Many ethical issues in the WP Involves HRM

Free consent 2⃣ Forecasting labor supply

GOAL SETTING AND STRATEGIC
Freedom of speech - internal supply (nb of employee, what job category, what skills)
Freedom of PLANNING

- External supply ( labor market size/trends, unemployment rates)

Conscient
Privacy Goals should come directly from
Due process analysis of supplies and demand = ➡ Transitional matrix : list job categories held in one period and
Ethical alternative : fair and equitable; respect for determine labor surplus & shortage shows proportion of employees in each f those categories in a future
basic human rights, greatest good for greatest number period

For each goal , org must choose 1 or

+ HR strategies 3⃣ Other ideas for forecasting HR demand/supply
CHANGES IN THE LABOR WORKFORCE

• Expert judgements

Org should retain & attract employees • Skills inventories

➡ Aging workforce ➡ Aging workforce who provide a core competency • HRIS/big data

Gender, race, ethnicity, religion

• Succession planning

• Labor market analysis (unemployment rate, economy and social

➡ Skill de ciency trends)
Employees seek skills

Gap between needed and

available skills
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SURPLUS OR SHORTAGE

IMPLEMENTING AND EVALUATION THE HR PLAN

Individuals should be held accountable for achieving goals

Mus have authority and resources needed to accomplish those goals

Regular progress report should be written

Results should be evaluated with factual numbers

+ Workforce utilisation reviens to asses the proportion of protected groups in the labour market