The frameworks above act as a base intended to keep pace with the production technology and management styles that are rapidly, globally being reviewed. Emphasis is upon a necessity for a ‘tight fit’ between HR strategy and business strategy by assuming the formulation of one internal HR policy. Human Resources Management seeks to challenge a wider range of concepts than just personnel management as a function, by encompassing all of the human resources management facets within the organisation.

HRM planning is designed to release energies and synergies via the HR structure design. It also encompasses an attempt to align stakeholder interests by the fusion of the elements that make up the organisation’s HR strategy. A transformation from dedicated personnel and IR practices have been fused into the HRM formula.

Modern technology is redesigning jobs and job models. HRM aims to restructure or transform boundaries and to create an outline or definition to roles and responsibilities. Job designs have become mobile and flexible, yet controls must still be built into the management and performance criteria. More job design autonomy creates involvement in work quality by increasing cognitive responsibility elements. As a result, the quest for excellence is neared. Multifunctional teams and multi-skilled groups of individuals are playing a role in streamlining many processes. That in turn helps to improve customer interfaces. This is achieved through a development towards work teams, fewer staff specialists and job flexibility operative within diminishing task boundaries.

HRM Plan Sub Structure Frameworks Elements & Prompt Guides

1. HRM POLICY

The structure and communication of your organisation’s HR policy would ideally encompass the values of employee appreciation, a range of involvement and the degree of participation that combine to create an ideological framework. The relationship being sought by both the company and its employees thereafter supports harmonious outcomes.

Such a policy, once accepted and entrenched throughout your organisation, can mould responses likely to produce strategic outcomes. These outcomes will influence any interaction or information sharing in the form of involvement. This involvement reflects employee ownership in the tasks being performed. So the downward communication of your HR policy is intended to produce upward problem-solving responses. In so doing, such a policy ensures that your organisation remains competitive against rivals.

Your HR policy is also more likely to be embraced if it portrays a willingness by management or the executive to concede to prerogatives that merge the co-determination of corporate aims with the aspirations of employees for job security and gratification.

1.1 Vision

• Determine a long-term ethos for your organisation’s HRM guideline.
• Assess the feasibility and viability of this vision in business terms.
• Evaluate the corporate compatibility aligned to this long-term vision.
• Structure a defined onward vision statement and positioning objective.
• Communicate the corporate vision internally and obtain consensus.

1.2 Mission

• Determine the attitudes required for attainment of organisational goals.
• Assess the corporate culture regarding its alignment to goal attainment.
• Evaluate the existence of any hindrances in workforce attitude alignment.
• Develop HR strategies to accomplish the desired attitude modification.
• Introduce purposeful induction, training and awareness programmes.

1.3 Values

• Compile the core values that will command respect and recognition.
• Determine the current value systems entrenched within the organisation.
• Assess the present culture in regard to compatibility with desired values.
• Evaluate the problematic values identified for systematic eradication.
• Introduce a projection of values within your vision or mission statements.