Annual Operating Plan for the Human Resource Department/Division

Annual Operating Plan for the Human Resource Department/Division

Human Resource Strategies

Human Resource strategies set the direction for all the essential and critical areas of HR and cover areas such as development, appraisals, hiring, and compensations. It sets the pace for the AHROP.

4.1 To conduct appropriate recruitment and retain the human resource

• Provide efficient and effective manager support in the process of recruitment and selection
• Ensure the recruitment process is as cost-effective as possible
• Ensure managers are well equipped with the skills to carry out effective recruitment fairly and without bias.
• Evaluate the effectiveness of the newly designed induction programs for both employees and managers.
• Employ the use of a combination of traditional competency as well as values-based and psychometric testing in the recruitment process
• Identify ways of promoting HCPCs to promote its culture, values, and ethos

4.2 To expand employee training and development

• To review and develop HPCCs development policy and strategy
• The use and content of new e-learning systems to deliver quality training in e-formats
• Identify and explore new options and pathways for targeted career development and talent approaches to management
• Assess the impact of learning by the development of systems for short term and long term Promotion and evaluation of learning

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• Provision of Training and development of the HCPCs organizational training plan
• Expansion and diversification of central coordination to align business objectives with cross-departmental needs

4.3. Encourage high-performance culture and employee engagement

• Continue to offer support and engage employees through consultation groups b use of various channels
• Review and redesign the format for exit interviews of employees and monitor trends
• Run the semi-annual employee engagement survey in collaboration with the communications team and take the necessary action as required.
• Drive and encourage high performance by the use of management-style coaching throughout the organization
• Redesign and diversify the management development program to ensure managers are equipped with skills to assist other employees in achieving high results.
• Update the HR content to engage the employees in the HR services provided by the HR team

4.4. Ensure legal compliance and best practice as well as demonstrate a commitment to diversity

• Ensure the delivery of Partners and HR IT systems to aid and support HR processes
• Provide day to day specialized advice to managers in the management of employees
• Review employment practices and policies to comply with legislation and HR practice
• Conduct program training and briefings on best practice and HR topics
• Monitor employee diversity statistics
• Promote an inclusive working environment and conduct diversity and refresher training for new and existing employees

1. Implementation generally refers to the action of the human resources department to monitor the Annual Human Resource Operation manual to ensure that the intended aims and objectives are met. The implementation may require the use of the GAP analysis in the implementation stage. GAP analysis reveals the areas of competency and weaknesses. (Zukerman, 2011). It also gives answers as to where the operation plan went wrong. (Haines & McKinlay, 2007). It refers to the pressing workforce gaps that need to be filled. The implementation will be guided by questions such as;
2. What gaps exist in the functional and core skill areas?
3. What would address each gap?
4. What priority do you give each gap?
5. Who is responsible for addressing each gap?
6. What resources are required to address the gaps?

The implementation design allows for addressing of three broad areas which are:

5.1 The pieces of Training needed to be conducted on the employees. The Training will include the ongoing development of the Human Resource Organizational Training Plan and the development policy and strategy,

5.2 The human resource consultants needed to aid in employee recruitment. They are essential as they ensure legal compliance, best practice, and excellent HR service delivery in line with the fourth Human Resource strategic objective, “to ensure legal compliance and best practice.”

5.3 Motivation of employees in ways such as awarding gifts, compliments, and promotions, all of which the employers give to employees on merit. The aim is to encourage and maintain a high-performance culture. The overall objective of the implementation efforts is to answer three basic questions which are: how to know if the plan was successful, how to tell if the project is not on course or going in the wrong direction and what actions we need to talk to correct it to achieve desired outcomes. (Haines & McKinlay, 2007)

6. Measurement and assessment. For the practical success of HR professionals, they must be involved in the management decision-making process (Robb 2011). They must also provide metrics that are essential in guiding activities performance and behaviors in an organization. Performance reviews are very critical in the management of an organization and thus must be geared towards achieving the overall performance of the organization. KSM is used to guide and measure the progress of AHROPs. (Haines & McKinlay, 2007).

6.1 HR Metrics. The metrics help to quantify the impact and cost of HR processes and employee programs. They include strategic metrics, routine metrics, and organizational metrics. Examples include but are not limited to; Employee productivity Index, Training efficiency, Overtime expense, Employee happiness, and Training Effectiveness index.

6.2 Metrics Reports to the Organization. Metrics effectively measure how the company leverages its workforce to maximize company performance as well as how well the HR function is doing. (Feffer, 2017). The metric therefore reflect the temperature of the organization and, therefore, must be reported. The type and frequency of reporting depend on the kind of metrics and the urgency of the required feedback. In this regard, the HR functions can, therefore, be supportive to other departments and the entire organization. It also guides in the preparation of the HR scorecard, which measures productivity, achievements as well as other factors critical to the success of the organization.