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Running head: HUMAN RESOURCE PLAN 1

Human Resource Plan

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HUMAN RESOURCE PLAN 2

Human Resource Plan

Human resource management (HRM) is concerned with maximizing the productivity of

the workforce towards an organization’s success. Many researchers have wrongly concluded that

HRM need not be tied to the organizations strategy, mostly because they examined the wrong

parameters in their research (Wright, 1998). The very dynamic environment in which businesses

operate today calls for innovation, not just in core business processes but also in management,

therefore strategic human resource management has gained greater importance. The emphasis on

technical skills as the main factor in HRM has been replaced with emphasis on technical

knowledge, skills, abilities and other characteristics (KSAOCs) to ensure the most adaptable

employees are hired (Pynes, 1998; Wright, 1998). Organizational success may therefore depend

heavily on the HRM plan.

For a company expanding internationally and planning to open offices in Sub-Saharan

Africa, a sound HRM plan that supports the overall strategy is essential. Pynes (1998)

recommends that the strategic plan and HRM plan b integrated. The set of KSAOCs required to

fulfill the strategy should be clearly defined in the strategy, and input from the human resource

department would be very useful. Strategic HRM calls for a departure from the traditional

compartmentalized organizations whereby each department had discretion over matters falling to

it and not being involved in those of others. The organization should open up planning to HRM

while also allowing planning personnel to be part of the HR department. The two should work

collaboratively to come up with an elaborate KSAOCs specification. HR can determine the

number of people who possess these attributes that will be required at each of the new locations.

Not all of the most productive employees today are motivated or attracted to

opportunities by high remuneration packages. Ramsey (2015) notes that the location of an

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opportunity, even within one’s country or city may have a greater bearing on the potential

employee’s decision than the starting salary. The convenience that the job affords them, and the

opportunity to achieve personal goals is crucial and HR needs to consider this if it is to attract the

best talent for these opportunities and keep them productive in their new stations. Mazumdar

(2015) argues that managing the people is just as important as managing the product, therefore

efforts should be made to determine the factors that would make the job attractive and enhance

productivity besides the factors directly related to the work. Employee safety is also a concern

that would affect their attitude towards the job, and the employer should be ready to address their

concerns at all times (Employee safety a necessary consideration, 2015). For this reason,

establishing a commissary, banking and currency exchange, and limited urgent care stations may

be a good idea as it would create an environment which is closer to home for most employees.

Families may have a very big impact on an employee’s performance, especially for

expatriates. This affects the maximum or minimum durations for which a person can be assigned

to an overseas location. Reiche and Harzing (2009) recommend that professionals going on short

term assignments (less than one year) go without their families. Relocating a professional

together with their families takes a lot of preparation and also takes them time to settle down in

the new location. As already mentioned, remuneration is not the only factor in motivation but

giving a person an opportunity to pursue his/her goals would allow them to be more committed.

The first factor to consider is the KSAOC requirements of each assignment and thus determine

the need for additional staff, transfer or withdrawal of human resource from each location. When

considering employees with families, the organizations should consider longer assignment

periods. It should also consider the employee’s preferred career development path to assign them

to assignments that best suit them. for example, a person with a family can be assigned to a

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location for one year, but with the option of training in that location to meet the needs within a

subsequent period and thus extend the stay and thus reduce relocation costs (Pynes, 1998).

In keeping with the need to address employees’ requirement of convenience and

opportunities to pursue personal goals, the human resource management strategy should consider

these factors in addressing housing needs and schools for those who are relocated together with

their families. The location of the houses should be such that the person can use the preferred

means of transport to the office, and optionally work from home (Wright, 1998). The houses

should have facilities required for them to work conveniently if they need to while at the same

time housing all the members of their family comfortably where applicable. There is no single

most appropriate housing scheme or school programs for all expatriates, but they depend on the

expatriates themselves. The most appropriate approach is determining the needs of each of them

and housing them or providing schools for their children accordingly. Whether the employees

choose to find the housing for themselves or the organization creates accommodation for them

should depend on the implications. The company should accommodate the employees needs as

much as it does not jeopardize the success of the overall strategy as it is not possible to

accommodate all the demands of all employees (Ramsey, 2015).

Strategic HRM entails managing human resources in a manner that is responsive to the

environment and the worker’s needs. While responsiveness is essential, the plan should define

limits within which the policies and practices are flexible so that the organization maximizes the

productivity of its employees without unnecessarily exposing itself to uncertainties. The plan

should not be overly restrictive, or overly flexible.

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References

Employee safety a necessary consideration. (2015). Hotel Management, 230(9), 85.

Mazumdar, N. (2015). HR lessons from start-ups. Business Today, 24(21), 132-135.

Pynes, J. (1998). The changing role of the human resource manager. PA Times, 21(5), 1.

Ramsey, R. (2015). Getting the most from today's millennials in the workforce. Supervision,

76(11), 3-5.

Reiche, S., Harzing, A. (2009). International Assignments. Retrieved from

http://www.harzing.com/download/ihrmchapter.pdf

Wright, P. M. (1998). Strategy HR fit: Does it really matter? Human Resources Planning, 21(4),

56-57.

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