Human resources management strategies and the planning process

The planning of human resource management is very much essential for any organization. This fact is true whether it is expanding or contracting. This idea of planning process of human resource management is carried out form assessment of supply and demand for labour to employee retention. These strategies entirely depend upon the HR plan and upon the overall strategy of the business concerned. The most striking feature of this fact is that these two determinants again are interrelated. On one hand, the HR plan is affected by the overall business strategy and again the overall business strategy largely depends upon the HR plan of the business. Hence, it is evident that all the concepts are likely to be interconnected (Shackleton Anderson, 1993, p. 5). This paper basically tries to explain these ideas in relation to the HRM strategy and the planning processes of any businesses, whether it is small, medium or large. Planning processes and strategies: Importance of Strategies: Every organization, whatever is its size, needs labour power who will work for the organization concerned. An entrepreneur just cannot do all the works alone. Hence, the need for the labour force is an essential concept. The question then arises that how an entrepreneur can hire or recruit people who are willing to work that entrepreneur and at the same time that entrepreneur is willing to hire them (Sharma, 2009, p. 71)? The answer of this question needs a detailed analysis of the theory of hiring process. Another question that is also very much important is that what are planning processes that the business entity or the entrepreneur should follow or adopt when it is either expanding its business or contracting. Again another important fact is that even though a company or business house has a large labour power, it is highly essential to take appropriate measurements or strategies to retain that labour force for a long time (Ijose, n.d. p. 5). Definition: There are two sides of defining the strategic planning for human resources. One is the technical side and the other is the managerial side (Bandt Haines, 2004, p. 44). The technical side deals with the mathematical and behavioral methods of the process of forecasting the needs of human resource. The managerial side includes the processes of tackling the human resource issues by the decision-makers which are likely to affect the organization. Both these side are actually interconnected and essential for any organization. On one hand, any organization must consider a long term mathematical assessment of the needs of the human resources, and on the other side, the decision-makers must consider those processes which are absolutely necessary for the improvement of the organization (Rothwell Kazanas, 2003, p. 2). Essentialities: There are many essentialities of proper human resources strategies (Varkkey Desseler, n.d. p. 79). Firstly, a good human resource strategy must consider the fact that the business needs that strategy to work in favour of the organization. Secondly, it is essentially a strategy, not an outcome. Hence, appropriateness of the strategy is needed to be forecasted in a proper way (Durbin, 2011, p. 307). It is called a strategy because of the following reasons. The way businesses around the world are increasing their territory, it is highly necessary for any business to consider all the aspects while hiring people, including the policies that are chosen by other organizations. Again businesses are now expanding their range of products and services. They are increasingly trying to reach to diverse consumers around the world. Policies which are well suited for a single product or service might not be sufficient for multiple products. Again a particular product might be produced by another organization, and since that organization is also taking a particular set of policies, hence, it is not at all suitable for this organization to take those similar policies (Rothwell Kazan