Advanced HR Management-Free-Samples for Students-Myassignment.com

Questions: 1.What is human Resource Strategic Planning? What may the objectives and targets of the plan relate to? 2.In order to Identify emerging practices and trends, you may need to undertake environmental analysis. How can you do this? What is involved in the process? 3.Give examples of the different options for sourcing labour supply. 4.When considering the Impact of new technology, what should you think about? 5.You should be aware of recent and potential changes to industrial and legal requirements. Give two examples of changes that you are aware of. 6. When Consulting with relevant Managers, what methods can be used? What should you inform them about? 7.What are Human Resource Philosophies and Values? 8.What should the objectives and targets of your plan set out? What will this enable? 9.Give two examples of the different options for the provisions of human resource services. 10.What may technology be used to support? 11.What are the key ingredients of a strategic HR plan? 12.When developing a risk management plan, what should you ask yourself? 13.In order to see that the plan is Implemented, you will need to work with others. Who may these be? 14.Why should you Monitor and review the Plan? What questions will you need to answer in order to this? 15.Give two examples of Changes in circumstances that may result in your plan needing to be adapted. 16.What does an Evaluation of Performance enable you to do? Answers: 1.Human resource strategic planning is the interconnection among the organisation and its employees that support in developing the workforce in such a manner that they effectively meet all the demands and deliver utmost efficiency and productivity. It ensures that there are appropriate numbers of people in appropriate place and at an appropriate time (Armstrong and Taylor, 2014). The targets and the objectives of the plan relates to employee engagement and motivation, career growth, training, performance management, succession planning, retention, reward and pay and recruitment. 2.To undertake and perform an environmental analysis firstly a team must be developed, and then there must be identification of the various sources of collecting info. The information must be analysed and the key issues are required to identify. Related to this, appropriate strategic options must be identify and these options are required to incorporate in the overall strategic planning process. After that there must be monitoring of the trends and associated actions must be taken. There is involvement of political, technological, economic, social, legal and environmental factors. 3.Different options for sourcing of labour supply comprises of outsourcing such as hiring services from outside; consultants such as the trainers who can provide training; off-shore workers such as workers from some other nation at cheap wages; recruitment of new trainees to have new talent and faster working and recruiting casual labour when the company has a temporary need so that it can be cost-effective. 4.While considering the effect of the innovative technology, there must be concern related to the number of individuals required, the work processes, procedures and practices of work, location of work and shills needed to accomplish tasks. The changes which are aware of include the changes in employment laws related to workplace bullying and zero hours contracts. 6.Methods used: there can be take use of video conferencing, one-to-one meeting, questionnaires, and telephone and group presentations. Should be informing about: information must be related to what are you currently working upon, in what manner and the reason behind it; information to be ask from the and what 5.will be you next step after getting their inputs. 7.Human resource values and philosophies are the organisational guiding and moral principles which guides the workforce that in which manner the tasks are performed in that organisation. These philosophies are developed by the insights of the leadership styles of the senior managers (Jackson, Schuler and Jiang, 2014). 8.targets and objectives must set out succession planning, diversity, staff retention, equal employment, remuneration, HR information systems, selection and recruitment, induction, professional development, job design, performance management, job analysis and WHS. This will enable success measurement, HR budget allocation, communication of activities and plans, effective decision making and prioritisation of the activities and plans. 9.Two examples comprises of outsourcing such as the HR functions are outsourced to some other company and it handles all the functions o HR department and second is external consultant such as hiring HR consultant on a contract basis for specific purposes whenever required such as for job design, recruitment, etc. 10.Technologies may use to support the training and development activities, the processes related to performance management and the non-human HR services. 11.Key ingredient of strategic human resource plan comprises of the timeframes, budget, objectives and priorities. 12.The questions asked from one-self while developing a risk management plan comprises of: What are the risks associated with the event? What is the probability of the risks whether it is low, medium or high? What are the impacts of the risks? What is the mitigation plan to avoid and reduce risk? What are the contingency plans? 13.In a risk management plan there is a need to work with the employee representative groups, suppliers, HR personnel, outsourcing agencies, line managers and the external contractors. 14.It is necessary to monitor as well as review the plan to analyse that the plan is executing effectively and there is no kind of deviation the planned and the actual outcomes. It also helps in achieving desired results by identifying and working on all the loopholes which can be the barricade in successful implementation of the plan. Questions need to answer relates to completion of the actions, reason for incompletion, effect of incompletion task, budget adhered or not, reason for not adhered, obstacles in implementation, changes required, new actions, implications of the new actions and delivery of the strategic human resource plan. 15.The two changes are the modifications in the requirements of the industry or unpredicted change in laws and rules and modification in the direction in the strategic plan of the company. 16.Evaluation of the plan enables in assessing that at what degree the original objectives were feasible and correct, assessing the targets attained and their impact, identifying the adherence of the budget and deadlines, learning from completion and incompletion of tasks and reporting progress to the stakeholders of the organisation. References Armstrong, M. and Taylor, S., 2014.Armstrong's handbook of human resource management practice. Kogan Page Publishers. Jackson, S.E., Schuler, R.S. and Jiang, K., 2014. An aspirational framework for strategic human resource management.The Academy of Management Annals,8(1), pp.1-56.