Strategy

HR Strategic Planning: Taking Deliberate Action Post 7

Training and Development Strategies

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Last week in Post 6 of our discussion on HR Strategic Planning we talked about using Restructuring Strategies to align your workforce with your overall organizational direction. This week we’re going to talk about training! This strategy is so useful in a workforce that is ready for productivity but perhaps lacks the skills or knowledge necessary to move into the next direction.
This strategy includes:
• Providing staff with training to take on new roles
• Providing current staff with development opportunities to prepare them for future jobs in your organization
Training and development needs can be met in a variety of ways. One approach is for the employer to pay for employees to upgrade their skills. This may involve sending the employee to take courses or certificates or it may be accomplished through on-the-job training. Many training and development needs can be met through cost effective techniques. Tune in Next Week when we discuss No Train, No Gain and run through why life-long learning really matters.

HR Strategic Planning: Taking Deliberate Steps to HR Success by Christina Stewart ~ Post #2

Post #2: Assessing Current HR Capacity

Last week we introduced the topic of Strategic HR Planning so this week let’s look at the first phase: Assessing where you are today.

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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.

The skills inventory should go beyond the skills needed for the particular position. List all skills each employee has demonstrated. For example, recreational or volunteer activities may involve special skills that could be relevant to the organization. Education levels and certificates or additional training should also be included.

An employee's performance assessment form can be reviewed to determine if the person is ready and willing to take on more responsibility and take a look at the employee's current development plans. Take a look at resumes and references are there any skills your team members have that may be dusty but potentially applicable?

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Based on the organization's strategic plan, you’ll soon be reviewing if the current skills match what’s needed to achieve your goals. Be thorough and take your time here. Once you have a strong repository of skills listed for your entire organization, be sure to add new team members to the data as they arrive and review the list every year or so (after performance reviews is a logical time) to ensure that your current skills inventory remains current.

Check in net week when we move on to Step 2: Forecasting HR Requirements (no crystal ball needed because you’ll rely on sound analysis!)

HR Strategic Planning: Taking Deliberate Steps to HR Success by Christina Stewart ~ Post 1

Introduction to Strategic HR Planning

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Integrating human resource management strategies and systems into your overarching organizational strategy will help you achieve the overall mission, ideas, and create the success of the business while meeting the needs of employees and other stakeholders.

The overall purpose of strategic HR planning is to:

  • Ensure adequate human resources to meet the strategic goals and operational plans of your organization - the right people with the right skills at the right time

  • Keep up with social, economic, legislative and technological trends that impact on human resources in your area and in the sector

  • Remain flexible so that your organization can manage change if the future is different than anticipated

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Strategic HR planning predicts the future HR management needs of the organization after analyzing the organization's current human resources, the external labour market and the future HR environment that the organization will be operating in. The analysis of HR management issues external to the organization and developing scenarios about the future are what distinguishes strategic planning from operational planning. The basic questions to be answered for strategic planning are:

  • Where are we going?

  • How will we develop HR strategies to successfully get there, given the circumstances?

  • What skill sets do we need?

The strategic HR planning process

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The strategic HR planning process has four steps:

1. Assessing the current HR capacity

2. Forecasting HR requirements

3. Undertaking a Gap analysis

4. Developing HR strategies to support organizational strategies

Check in next week when we break down Step 1: Assessing the Current HR Capacity, and of course, reach out anytime to admin@praxisgroup.ca to get some help in setting your own HR Strategy.

Strategizing, Planning and Goal Setting = Triple the Fun by Christina Stewart

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About a year ago I wrote about how uncomfortable it was to be unplanned as a ‘planner’ by nature. (Read about it here: http://www.praxisgroup.ca/blogs/2017/3/19/the-uncomfortable-organic-planner Seriously read it, it’s quite good.)  I wrote about how much I love to plan and how much I tell people and clients and even my kids that they should plan and they should write out their plans and tell other people about them too.  Only trouble is that I spent 2017 flying by the seat of my pants with not a plan in sight other than getting the business deliverables out with perfection, on time and on budget. At home my only goal was to ensure that I kept my kids alive.  No joke – with three kids under 10 that’s not an easy feat!

The good news is that we all survived 2017! Yay! And we even added more people to our list of people to keep alive (no, not kids, employees!) The great news is that having employees really means that you absolutely must plan!  This unplanned planner is over the moon excited about this week.  This week is the week of planning for me.

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Tonight I spent it at an event called “Kick Start 2018 with Visualization and Digital Vision Boards” where I began the process of making a digital vision board.  Oddly, as a planner I’ve never been too keen on doing vision boards. I did it once and it was a fun activity to do with a friend but I didn’t get much value in it. I was obviously doing it wrong because I haven’t even finished my board yet and I’m already feeling clearer about my purpose this year.

Tomorrow we strategize! I could burst I’m so thrilled to be sitting down with my whole team and planning out 2018!  Well, first we’re going to answer these big questions and then we’re going to go granular and set up the plan to get there:

  • Name 3 things you are passionate about (no restrictions or connection to Praxis) 
  • What businesses do you admire? What about their business operations or philosophy do you find attractive?
  • What do you want to be doing with Praxis this year? 3 years from now?
  • What does success look like?
  • Bring 3 areas for personal growth

Then on Thursday I’m going to an event hosted by Lean In Canada called “Strategies to Move Ahead” where we’re going to learn strategies to determine our SMART personal and professional goals for 2018. There’s so much planning going on that I may explode with wicked good ideas and insights and direction and focus!

Watch out 2018, here we come!

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