Managerial Role in HR Strategy Development

Managerial persona in HR Strategy evolutionExecutive SummaryI am happy to present this report as part of my academic staff of Human election designing. The word transport is now a constant term that manoeuvers localise in every in every part of organisation. Time has brought a huge transfigure with broader invention, red-hot techniques of implication and human feelings and for ingestingness. The Human Resource prudence (HRM) has been well diversified and enriched with information visions, information of technology and globally acceptable policies. So we submit to pay off accesses to managerial involvement in exploitation expeditious HR cookery and concern.In this report I seek to hypercritically evaluate Managerial theatrical map in HR dodge development and pr acquitices including barriers staying contention Managers(LMs) from getting bushel in HR Planning and counselling (HRPM), Measures to sweep over the barriers, Risk of involving LMs in HRPM to a ll-embracing extent and easiness resulted by the development and utilizes of applied science in involving LMs in HR practices.I specially involve to thank RDI for designing such a pragmatic course with great contents including models out de telegraph lineate and techniques in such a way that inspired and helped me a lot to prep atomic number 18 this report.IntroductionPlanning Human Resource is a critical sight within boilersuit government activityal poser. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in intend and practices if Human Resources to get to opening goals by dint of assembleing wide range of booming management and designing efficient HR scheme.Critical military rating of the agency of superior managers in create an organizations general Human Resource StrategySenior managers play a pivotal situation in growth an organizations boilersuit Human Resource (HR) strategy.Before starting time the development of Human Resource (HR) Strategy, the managers need to realize Human Resource anxiety (HRM) activities and their integration to individually other and the HR cycle as beca implement of the strategy is designed to perform those activities efficiently to achieve a inflexible of pre moldd objectives. HRM activities and HR cycle argon shown in the postdateing diagram with their relationship to each other.HRM ActivitiesFigure Human Resource Management ActivitiesHuman Resource CycleIn developing overall Human Resource strategy in an organization in that respect argon three stepsHuman imagination intend in an organisationTo establish potent human resource strategy in an organization the sr. managers need to plan Human Resource, which moldiness be consistently reorient with the organisational fabric.Investigation and analysisThe managers need to investigate and go current situation and of infixed and external modes of the organization as the first step of formulation HR. The m anagers should chiefly focus on the following key issues mark which act ass need to be doneSelecting the approach of performing those proceedings in effect and efficiently to achieve the organizations objectivesIdentify the skills and experience the organization get out needIdentify the internal and external factors affect the supply and quality of labor, the demand for labor, and the app atomic number 18nt pile disruptionForecastingSenior managers need to forecast in advance to develop HR strategy where they willPredict the believably demand for laborPredict the likely level of labor supplyConsidering both those levels in relation to the numbers of supply and also to the skills and experience that atomic number 18 postulate.Based on those predictions, organizations bay window valuate whether the required numbers of batch, with the relevant competencies, atomic number 18 likely to be available. If not, then the organization must guardedly depict where the skill ga ps be likely to progress and decide what it is going to do slightly those.Planning and ResourcingThe Human Resource Strategy Cycle in an organizationSenior managers need to start-up with human resource cycle as depicted by the clams Schools matching model of four generic operate puke be graphically presented by Harvard simulation as shown on a lower floorFigure The Harvard materialThe senior managers ineluctably to plan the four generic abut of Human Resource cycle in organization where. The components of this process areSelection matching people to troublesAppraisal of performanceRewards emphasizing the real importance of pay and other forms of immediate and long-term requital in achieving resultsDevelopment of skilled individualsAccording to the Harvard textile the senior managers must develop two aspects of strategical vision.Employees must be obscure in and authentic by the organization andHRM policies must be actual to achieve those goals.The approach of senior managers emphasizes the importance of two elements as wrinkle managers in ensuring that agonistic strategy and HR policies are alignedHR managers in castting policies that fit well with the organizations overall aims.The key components of Harvard Framework are shown belowFigure The Harvard FrameworkIn the first instance, senior managers will carefully identify the fundamental issues, which are important to develop an organizations Human Resource Strategy. These whitethorn involve custody planSkills planEquity plan scotch planMotivation and fairness planningPay levels design, retaining and motivating employeesPlanning employment issues, which relate, on staff recruitment, retention, motivation etc.Designing a framework of performance management issuesPlanning career strategyAn efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. thusly the senior managers must come to be cautious close to the touch on of HR strategy o n greater environment of overall organization.A strategic human resource planning model at that inject is no single approach to developing a Human Resources Strategy. The unique(predicate) approach will alter from one organization to other. Even so, an excellent approach towards an HR Strategic Management System is obvious in the model presented below. This approach identifies six particular proposition steps for senior managers in developing HR StrategyPlanning Steps1. Setting the strategic direction2. Designing the Human Resource Management System3. Planning the total workforceExecution Steps4. Generating the required human resources5. investment funds in human resource development and performance6. Assessing and sustaining organisational competence and performanceFigure Strategic HR modelAnalysisImplementation and control apply the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as huntd below.Setting the strategic d irection by means of and through this process managers focus on aligning human resource policies to support the accomplishment of the Companys mission, vision, goals and strategies.In this regards the following actions are recommended for the senior managersPerform external scanning evaluating its impact on the organisational objectiveIdentify organizational vision, goal, mission, objective and principles for guidanceIdentify strategiesDesigning the Human Resource Management SystemIn this play managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives.For the managers a good approach in developing suppress HR strategy is to identify the appropriate HRM practices which support the organizations strategic intent as it relates to recruitment, prepare, career planning and reward management.In this regards senior managers are recommended toIdentify appropriate human resource plans, policies and practices needed to support organizational objectivesIdentify relevant human resource best practicesConduct an employment systems go overPlanning the total workforceManagers need to determine coming(prenominal) business requirements, especially those relating to man superpower requirements, represents one of the most challenging tasks facing HR managers.The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identifying the workforce competencies required to meet the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical process that provides managers with a framework for making human resource decisions based on the organizations mission, strategic plan, budgetary resources, and a set of impulsed workforce competencies.In this regards senior managers are recommended to do the folloeingDetermining appropriate structure to supp ort objectivesDesigning key activitiesDeveloping workforce planningCompiling a workforce framework and identify designated groups and current competencies for workforceGenerating the required human resourcesIn this process senior managers focus on recruit and hire of people, classify them, train them and assign employees on the basis of strategic plan.It requires a comp workplace skills planning which will identify appropriate prep priorities based on the organizational requirements within the stage setting of present and future.In this regards senior managers are recommended to do the followingsEvaluating recruitment practices and selection procedure in look upon of strategic objectivesDeveloping and mechanisming comprehensive workplace skills planning thorough training necessity analysisImplementing passership strategyAdopting occupational techniques and categorizing the group classificationInvesting in HR Development and PerformanceThrough development responses managers wil l aim to increase business skills, the application of business skills and the behavioral elements to an organizations effective performance. In umteen shipway, the Skills Development statute has required managers to re-engineer their developmental methods and practices.Through reward strategies managers aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, shekels manduction, share options, and a range of appropriate benefits, usually based on market or rival norms and the organizations ability to pay.In this regards senior managers are recommended to do the followingDetermine the appropriate policies, procedures and practices in respect ofDesigning career pathInitiating performance appraisals through relevant analysisFramework of employee development and trainingPlanning reward managementDesigning promotional activities and classi fying job assignment with prudent assignment planningAssessing and sustaining organizational competence and performanceFinally, few managers effectively measure how well their different inputs affect performance. In particular, no measures whitethorn be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution.In this regards senior managers are recommended toEvaluating organizational cultureImplementing season planEvaluating strategy for human resource through quantitative measuresRevising and adapting Human Resource strategiesMaking the HR Strategy integral to the organizationThe senior managers also should make sure that the strategies of Human Resource are integrated with overall organizational goals. To achieve these goals, the senior managers shouldDiscuss with all stakeholders about the personality of the strategiesFocus on benefits derived from the strategiesEnsuring real commitment to the strategies at the all levels of organizationGiving feedback on the implementation of the planThey should involve HR strategy as part of induction process.The barriers which whitethorn prevent line-managers adequate more involved in HR Planning Management and Measures can be take to quash themHR hierarchy shows LMs are key persons to course the organization where all other department and their activities and success depend upon responses and performance of LMs. So LMs are prevented by many seasons and amongst the two principal barriers to most line managers supporting the HRPM areHeavy workloadsLine Managers (LMs) are evermore assigned with extensive workload to throttle operation department supplyning to achieve determine drives. In a study shown that 96% Line Managers agreed that Heavy workload keep them always busy to concentrate somewhere else. As a result, LMs heavy workload prevents LMs from taking par t in HRPM as a principal barrier.Short-term job pressures87% LMs agreed that Time stiffen in respect of short-term job pressure as second principal barrier which prevent them from involving with HRPM.To overcome these barriers proper utilization of technology to minimize the workload or increase the number of Line Managers to share short-term job pressures so that thither is congruous people to take over while another is working in HR.Other barriers to line manager areHuman Resource Planning and Management (HRPM) is a difficult processLine Managers (LM) are designated and assigned for operational activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and Management is a technical approach where HR manager is specialized with the knowledge and skills to perform the HRP and HRM activities. But the line managers may not cook this skills and knowledge. So they most of the times are reluctant to be involved with the process.In this regard, senior managers should design the roles and responsibilities of a line manager very carefully where in that respect are scopes of beingness involved with HRP and HRM. As a mandatory process top managers may include special training session to enrich them with HR ideologies and management practices so that the line managers without HR stress may learn about the technical approaches involved in the HRP and HRM. deprivation of desireThe fact that LMs are not always sufficiently willing to take on HR responsibilities or that their motivation to do so is lacking highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time constraint is one of the barriers that prevent them to be involved with HRP and HRM.institutional incentives can persuade LMs to give HR activities heartbreaking escortation. So adapting such a business policy where line managers are motivated enough to grade HR roles or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM.Lack of capacityLMs need time to learn and implement HRP/M successfully. Because HR tasks are generally devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hindering Line Managers taking part in HRP/M.The design of line managers responsibilities should apply variability approach where there should be enough room for them to act with HRP/M. they are usually given over a short-term target to be achieved and their time is appropriately aligned with other responsibilities. So there should be choice choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other jobs are shared with other managers i.e. compromise with their workload or extra facilities may attract them to get involved with HRP/M.Lack of competencies at that place is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor equity, HR strategy, HR technology etc. So this lacking may prevent them from getting involved with HRP/M.Through a comprehensive training curriculum this barrier can be overcome. There are specific legal requirements and practices and it is intelligible that many organizations arrange HR training program for Line Managers.Lack of supportThere is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or averse to provide clear and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997 Renwick 2000) and proper encouragement to plan and manage the workforce effectively. So this barrier may also prevent the line managers to take part at HR activities.In these circumstances, senior managers lose make sure t hat the HR managers properly support with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in case of HR managers boundarys including inability, unavailability or unwillingness where they will be appreciated instead of being criticized.Lack of policy and proceduresThere is a need for a clear overall HR policy and accompanying procedures to coordinate which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M.In this case senior managers can consult with LMs about the devolution of their responsibilities and design an agreed set of terms and condition for line mangers which will ascertain their roles and mechanisms they will be willing to be involved in the process of HRP/M.Role and opinion interlockingThe conflict of roles, responsibilities and opinion may hinder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager.In this case, senior managers need to improve information sharing between the managers and top-level management may involve to check and recognize LMs involvement.Rapid ChangeRapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes have impact on HR planning and Management practices.Arranging the frequent employee forum raillery or meeting about the changes so that there should not be any equivocalness or conflict about the changes took place in HR practices due to the above changes.The legal frameworkThere are some legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles.This is the fact of limitation of knowledge where only the way to overcome this is arranging p roper training sessions for LMs about the implications and consequences.In adjunct to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HRPM physical exercise securityPfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they have job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers rather than fire people during a period of organisational change.Extensive training, learning and developmentThe aim is to encourage learning that benefits both the individual and the organisation. There are thus implications for the come of training provided, the types of training, and the ways in which that training facilitates wider employee development.Employee involvement and information sharingBy openly sharing information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. Many modern approaches to teamworking encourage open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information.Pay and performance-related rewardsThere are two key issues relating to rewards. First, high-level employees can be retained by giving higher-than-average rewards. Second, rewards should conjecture different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts.HarmonizationAgain based on Japanese production companies, some organisations have tried to make their workplaces more egalitarian, for workout through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holi sidereal days, extensions to share ownership and so on.Risks inhe rent in line-managers becoming more involved in HRPMAn extensive eubstance of literature suggests that giving a major role and influence to LMs in HRM can be tough (Kirkpatrick et al. 1992 McGovern et al. 1997 Renwick 2003 Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998).Reservations against assigning strong power to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. Moreover, a well-known criticism concerns the gap between what is said and what is practiced. Some researchers even suspect that the trend towards greater delegation of responsibilities to LMs often derives from companies desires to cut morphologic be as well as to companies desires to free themselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficult to assume. In this perspective, it is negatively reflected that the companys will is to disengage from specialized services rather than a true redefinition of roles. Thus, the claim that if HRPM is to be taken seriously, personnel managers must give it absent can be misleading. As implementing ambitious HR practices is likely to be easier for qualified HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs need well designed HR practices to use in their management activities.It is up to HRM specialists to put in place systems that create a favourable climate and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more world-shattering than that of the HR function should be viewed as a critical resource for the company for example, the expertise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture.In this context tested hypotheses is that the organizational performance is weak for companies in which decisions regarding major HRPM policies are influence more by LMs than by HR specialists.Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a lay on the line of overall also-ran to achieve organisational goal due to negative impact on operational success.Despite the positive impact may resulted from Line managers involvement in HRPM, fresh research has shown that delegating HRPM responsibility carries a number of challenges and risks of line management involvement in HRPM and there are certain complications. Research provides mixed results about the im plications of devolution and the competence of line managers in HRPM work more generally. It has been confirmed that workloads of line managers may interact their efforts in developing employees and they may not be able to pay sufficient attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role. The responsibility for HRPM is not very often included among line managers performance objectives. Also, it might be difficult for line managers to play two fence roles of assessor and coach.Moreover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly supportive in HRPM role of line managers and an incentivesystem should be actual to motivate them. Furthermore, acting as a HRPM facilitator demands a coaching management style, as opposed to a directive mana gement style. Lack of coaching skills and light line management motivation for this role is fortify by findings that the least popular HRPM delivery mechanisms include coaching and mentoring. This may be due to the massive commitment of time and resources needed.In respect of consumption law the work of Human Resource functions is increasingly controlled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on renewal and meetity, on employment rights, on rights to strike and so on.The differentiate and the law perform three principal(a) roles in relation to employment asA restrictive roleThe state provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what situation workers can go on strike and also defines what management can and cannot do in those situations.A regulatory roleThis defines the staple fibre rights of all workers. This began with rights for relatively safe working for those occupied in mines but has expanded to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances.An auxiliary roleMany government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law.As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below.Conflict with line managersThe focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues.Those working in an HR role need to focus on the long-term needs of the organisation good employee/manag ement relations working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets.Employment and conflicting prioritiesManagers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future.Freedom and controlConflict may occur between managers wishes to exert freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example commemorate of policies towards overtime. Line managers may want freedom to use overtime as they think suitable resulting inter-team conflict or problems when employees move between teams.Disputes and grievancesThe ambiguous nature of HR work is possibly most clear when dis putes occur between employees and management. This may involve a grievance by an individual Line Manager (LM) it may involve a major dispute such as a strike.Technological developments assist the process of facilitating greater line-manager involvement in HRPM engine roomTechnology refers to the information, equipment, techniques processes required to transfigure inputs into outturns. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productivity of labor, capital others factors of organization.Role of Technology change magnitude the productivity of the workersUtilization of the resourcesHigher level of output per worker.Creation of the employmentMore profit for the organizationCost minimizationWhen Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Information Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely used in HR practices even in dev eloping HR strategy and in their implementation.HRIS is an organized approach for obtaining relevant and timely info, analyze and disseminate data and use them in HR practice and management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to access up-to-date, accurate, concise, relevant and complete information.Because of HR technology HR roles and practices are changing as shown belowThe payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports.The work time gathers like time and work related efforts.The benefits administration module provides a system for organizations to administer and track employee participation in benefits programs.The HR management module is a component covering many other HR aspects from application to retirement.The training module provides a system for organizations to administer and track employee training and development efforts.The Employee self-service module allows employees to query HRPM related data.Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to minimize the risk of LMs being more involved in HRPM which illustrated belowMore efficient and time saving approachUses of technology save lots of time in the process where Line Managers are involved. The LMs workloads is minimized and there is availability in time to get involved in HRPM.Better CommunicationTechnoManagerial Role in HR Strategy DevelopmentManagerial Role in HR Strategy DevelopmentExecutive SummaryI am pleased to present this report as part of my academic module of Human Resource Planning. The word Change is now a constant term that takes place in every in every part of organisation. Time has brought a huge chan ge with broader invention, new techniques of implication and human feelings and willingness. The Human Resource Management (HRM) has been well diversified and enriched with information resources, development of technology and globally acceptable policies. So we need to find approaches to managerial involvement in developing efficient HR Planning and Management.In this report I tried to critically evaluate Managerial role in HR strategy development and practices including barriers preventing Line Managers(LMs) from getting involved in HR Planning and Management (HRPM), Measures to overcome the barriers, Risk of involving LMs in HRPM to extensive extent and easiness resulted by the development and uses of Technology in involving LMs in HR practices.I specially want to thank RDI for designing such a pragmatic course with great contents including models limn and techniques in such a way that inspired and helped me a lot to prepare this report.IntroductionPlanning Human Resource is a cr itical aspect within overall organizational framework. Time has brought a great extent of change in policies, theories, techniques, HR equipment and in planning and practices if Human Resources to achieve enterprise goals through establishing wide range of successful management and designing efficient HR strategy.Critical evaluation of the role of senior managers in developing an organizations overall Human Resource StrategySenior managers play a pivotal role in developing an organizations overall Human Resource (HR) strategy.Before starting the development of Human Resource (HR) Strategy, the managers need to realize Human Resource Management (HRM) activities and their integration to each other and the HR cycle as because of the strategy is designed to perform those activities efficiently to achieve a set of predetermined objectives. HRM activities and HR cycle are shown in the following diagram with their relationship to each other.HRM ActivitiesFigure Human Resource Management Ac tivitiesHuman Resource CycleIn developing overall Human Resource strategy in an organization there are three stepsHuman resource planning in an organisationTo establish effective human resource strategy in an organization the senior managers need to plan Human Resource, which must be consistently aligned with the organizational framework.Investigation and analysisThe managers need to investigate and analyze current situation and of internal and external trends of the organization as the first step of planning HR. The managers should mainly focus on the following key issuesIdentify which works need to be doneSelecting the approach of performing those works effectively and efficiently to achieve the organizations objectivesIdentify the skills and experience the organization will needIdentify the internal and external factors affect the supply and quality of labor, the demand for labor, and the likely people gapForecastingSenior managers need to forecast beforehand to develop HR strate gy where they willPredict the likely demand for laborPredict the likely level of labor supplyConsidering both those levels in relation to the numbers of staff and also to the skills and experience that are needed.Based on those predictions, organizations can assess whether the required numbers of people, with the relevant competencies, are likely to be available. If not, then the organization must carefully identify where the skill gaps are likely to occur and decide what it is going to do about those.Planning and ResourcingThe Human Resource Strategy Cycle in an organizationSenior managers need to start-up with human resource cycle as depicted by the Michigan Schools matching model of four generic process can be graphically presented by Harvard framework as shown belowFigure The Harvard FrameworkThe senior managers needs to plan the four generic process of Human Resource cycle in organization where. The components of this process areSelection matching people to jobsAppraisal of per formanceRewards emphasizing the real importance of pay and other forms of immediate and long-term compensation in achieving resultsDevelopment of skilled individualsAccording to the Harvard Framework the senior managers must develop two aspects of strategic vision.Employees must be involved in and developed by the organization andHRM policies must be developed to achieve those goals.The approach of senior managers emphasizes the importance of two elements asLine managers in ensuring that competitive strategy and HR policies are alignedHR managers in setting policies that fit well with the organizations overall aims.The key components of Harvard Framework are shown belowFigure The Harvard FrameworkIn the first instance, senior managers will carefully identify the fundamental issues, which are important to develop an organizations Human Resource Strategy. These may involveWorkforce planSkills planEquity planEconomic planMotivation and fairness planningPay levels design, retaining and motivating employeesPlanning employment issues, which impact, on staff recruitment, retention, motivation etc.Designing a framework of performance management issuesPlanning career strategyAn efficiently designed HR strategy will make it substantially easier for the organization to achieve its goals. Thus the senior managers must have to be cautious about the impact of HR strategy on greater environment of overall organization.A strategic human resource planning modelThere is no single approach to developing a Human Resources Strategy. The specific approach will vary from one organization to another. Even so, an excellent approach towards an HR Strategic Management System is evident in the model presented below. This approach identifies six specific steps for senior managers in developing HR StrategyPlanning Steps1. Setting the strategic direction2. Designing the Human Resource Management System3. Planning the total workforceExecution Steps4. Generating the required human resources5. Investing in human resource development and performance6. Assessing and sustaining organizational competence and performanceFigure Strategic HR modelAnalysisImplementation and controlUsing the process model discussed earlier, the managers need to design specific components of the HR Strategic Plan as described below.Setting the strategic directionThrough this process managers focus on aligning human resource policies to support the accomplishment of the Companys mission, vision, goals and strategies.In this regards the following actions are recommended for the senior managersPerform external scanning evaluating its impact on the organizational objectiveIdentify organizational vision, goal, mission, objective and principles for guidanceIdentify strategiesDesigning the Human Resource Management SystemIn this stage managers focus on the selection, design and alignment of HRM plans, policies and practices. Managers will particularly need HRM policies and practices to support strategic organizational objectives.For the managers a good approach in developing appropriate HR strategy is to identify the appropriate HRM practices which support the organizations strategic intent as it relates to recruitment, training, career planning and reward management.In this regards senior managers are recommended toIdentify appropriate human resource plans, policies and practices needed to support organizational objectivesIdentify relevant human resource best practicesConduct an employment systems reviewPlanning the total workforceManagers need to determine future business requirements, especially those relating to manpower requirements, represents one of the most challenging tasks facing HR managers.The development of a workforce plan is a critical step for managers.Workforce planning is a systematic process of identifying the workforce competencies required to meet the companys strategic goals and for developing the strategies to meet these requirements. It is a methodical proce ss that provides managers with a framework for making human resource decisions based on the organizations mission, strategic plan, budgetary resources, and a set of desired workforce competencies.In this regards senior managers are recommended to do the folloeingDetermining appropriate structure to support objectivesDesigning key activitiesDeveloping workforce planningCompiling a workforce framework and identify designated groups and current competencies for workforceGenerating the required human resourcesIn this process senior managers focus on recruit and hire of people, classify them, train them and assign employees on the basis of strategic plan.It requires a comprehensive workplace skills planning which will identify appropriate training priorities based on the organizational requirements within the context of present and future.In this regards senior managers are recommended to do the followingsEvaluating recruitment practices and selection procedure in respect of strategic ob jectivesDeveloping and implementing comprehensive workplace skills planning thorough training necessity analysisImplementing leadership strategyAdopting occupational techniques and categorizing the group classificationInvesting in HR Development and PerformanceThrough development responses managers will aim to increase business skills, the application of business skills and the behavioral elements to an organizations effective performance. In many ways, the Skills Development legislation has required managers to re-engineer their developmental methods and practices.Through reward strategies managers aim to align the performance of the organization with the way it rewards its people, providing the necessary incentives and motivation to staff. Its components can be a combination of base pay, bonuses, profit sharing, share options, and a range of appropriate benefits, usually based on market or competitor norms and the organizations ability to pay.In this regards senior managers are re commended to do the followingDetermine the appropriate policies, procedures and practices in respect ofDesigning career pathInitiating performance appraisals through relevant analysisFramework of employee development and trainingPlanning reward managementDesigning promotional activities and classifying job assignment with prudent assignment planningAssessing and sustaining organizational competence and performanceFinally, few managers effectively measure how well their different inputs affect performance. In particular, no measures may be in place for quantifying the contribution people make to organizational outcomes or, more important, for estimating how changes in policies and practices, systems, or processes will affect that contribution.In this regards senior managers are recommended toEvaluating organizational cultureImplementing succession planEvaluating strategy for human resource through quantitative measuresRevising and adapting Human Resource strategiesMaking the HR Strat egy integral to the organizationThe senior managers also should make sure that the strategies of Human Resource are integrated with overall organizational goals. To achieve these goals, the senior managers shouldDiscuss with all stakeholders about the nature of the strategiesFocus on benefits derived from the strategiesEnsuring real commitment to the strategies at the all levels of organizationGiving feedback on the implementation of the planThey should involve HR strategy as part of induction process.The barriers which may prevent line-managers becoming more involved in HR Planning Management and Measures can be take to overcome themHR hierarchy shows LMs are key persons to run the organization where all other department and their activities and success depend upon responses and performance of LMs. So LMs are prevented by many seasons and amongst the two principal barriers to most line managers supporting the HRPM areHeavy workloadsLine Managers (LMs) are always assigned with exte nsive workload to keep operation department running to achieve predetermined targets. In a study shown that 96% Line Managers agreed that Heavy workload keep them always busy to concentrate somewhere else. As a result, LMs heavy workload prevents LMs from taking part in HRPM as a principal barrier.Short-term job pressures87% LMs agreed that Time constrain in respect of short-term job pressure as second principal barrier which prevent them from involving with HRPM.To overcome these barriers proper utilization of technology to minimize the workload or increase the number of Line Managers to share short-term job pressures so that there is enough people to take over while another is working in HR.Other barriers to line manager areHuman Resource Planning and Management (HRPM) is a difficult processLine Managers (LM) are designated and assigned for operational activities and performance appraisal through practices of already designed and managed activities HR activities. HR planning and M anagement is a technical approach where HR manager is specialized with the knowledge and skills to perform the HRP and HRM activities. But the line managers may not have this skills and knowledge. So they most of the times are reluctant to be involved with the process.In this regard, senior managers should design the roles and responsibilities of a line manager very carefully where there are scopes of being involved with HRP and HRM. As a mandatory process top managers may include special training session to enrich them with HR ideologies and management practices so that the line managers without HR background may learn about the technical approaches involved in the HRP and HRM.Lack of desireThe fact that LMs are not always sufficiently willing to take on HR responsibilities or that their motivation to do so is lacking highlights a lack of personal incentives for using HR practices. So lack of desire for any reason including lack of incentives, workload, time constraint is one of th e barriers that prevent them to be involved with HRP and HRM.Institutional incentives can persuade LMs to give HR activities serious consideration. So adapting such a business policy where line managers are motivated enough to prioritise HR roles or by making HR responsibilities an integral part of LMs own performance appraisals, their job descriptions may improve their attitude towards being invloved with HRP/HRM.Lack of capacityLMs need time to learn and implement HRP/M successfully. Because HR tasks are generally devolved to LMs without reducing their other duties lack of their capacity to deal with challenges involved in HRP/M. This implies, lack of capacity is another constrain hindering Line Managers taking part in HRP/M.The design of line managers responsibilities should apply variability approach where there should be enough room for them to act with HRP/M. they are usually given a short-term target to be achieved and their time is appropriately aligned with other responsibi lities. So there should be alternative choices for them to be involved e.g. if a line manager is getting involved with HR practices, their other jobs are shared with other managers i.e. compromise with their workload or extra facilities may attract them to get involved with HRP/M.Lack of competenciesThere is a need for HR-related competencies for successful HRP/M implementation. LMs lack specialist knowledge and skills in terms of labor law, HR strategy, HR technology etc. So this lacking may prevent them from getting involved with HRP/M.Through a comprehensive training program this barrier can be overcome. There are specific legal requirements and practices and it is evident that many organizations arrange HR training program for Line Managers.Lack of supportThere is a need for support from HR managers for successful HRP/M implementation. If HR specialists are unable or unwilling to provide clear and proactive support, LMs will lack sufficient HR skills (Gennard/Kelly 1997 Renwick 2000) and proper encouragement to plan and manage the workforce effectively. So this barrier may also prevent the line managers to take part at HR activities.In these circumstances, senior managers have make sure that the HR managers properly cooperate with Line managers. Senior managers can design a certain set of alternatives that the line managers may follow including IT enabled automatic systems in case of HR managers limitations including inability, unavailability or unwillingness where they will be appreciated instead of being criticized.Lack of policy and proceduresThere is a need for a clear overall HR policy and accompanying procedures to coordinate which practices LMs should use and the way they should take part in HRP/M. This may prevent line managers to take part in HRP/M.In this case senior managers can consult with LMs about the devolution of their responsibilities and design an agreed set of terms and condition for line mangers which will specify their roles and mecha nisms they will be willing to be involved in the process of HRP/M.Role and opinion conflictThe conflict of roles, responsibilities and opinion may hinder LMs to get involved with HRP/M. Because In this case taking part in the HRP/M by a line manager is monitored and authorised by HR Manager.In this case, senior managers need to improve information sharing between the managers and top-level management may involve to assure and recognize LMs involvement.Rapid ChangeRapid change business policy, economic environment and technology also may prevent the Line Managers from getting involved in HRP/M. Because the changes have impact on HR planning and Management practices.Arranging the frequent employee forum discussion or meeting about the changes so that there should not be any ambiguity or conflict about the changes took place in HR practices due to the above changes.The legal frameworkThere are some legal bindings in HR practices which may de-motivate LMs to take part in HRP/M. This may arise from labour and mercantile law relating to nature of business, demographic issues and managerial roles.This is the fact of limitation of knowledge where only the way to overcome this is arranging proper training sessions for LMs about the implications and consequences.In addition to above measures to overcome those barriers, the following steps are recommended to get line managers involved in HRPMEmployment securityPfeffer considers that this is the essential HR outcome. People cannot be expected to offer their ideas, commitment and hard work unless they have job security. Realising that job security for life is not a realistic aim, Pfeffer goes on to describe the benefits of offering internal job transfers rather than sacking people during a period of organisational change.Extensive training, learning and developmentThe aim is to encourage learning that benefits both the individual and the organisation. There are thus implications for the amount of training provided, the typ es of training, and the ways in which that training facilitates wider employee development.Employee involvement and information sharingBy openly sharing information on performance, financial matters, and so on, organisations may show that they trust their employees and may also encourage them to focus on ways of improving future performance. Many modern approaches to teamworking encourage open discussion of current practice and planning ways of creating improvement. This discussion and planning can only be effective if people have the relevant information.Pay and performance-related rewardsThere are two key issues relating to rewards. First, high-level employees can be retained by giving higher-than-average rewards. Second, rewards should reflect different levels of contribution particularly successful individuals, teams or departments should be rewarded for their efforts.HarmonizationAgain based on Japanese production companies, some organisations have tried to make their workplace s more egalitarian, for example through the use of uniforms, shared canteens, harmonisation of working conditions e.g. paid holidays, extensions to share ownership and so on.Risks inherent in line-managers becoming more involved in HRPMAn extensive body of literature suggests that giving a major role and influence to LMs in HRM can be problematic (Kirkpatrick et al. 1992 McGovern et al. 1997 Renwick 2003 Maxwell and Watson 2006), and even counter-productive (Thornhill and Saunders 1998).Reservations against assigning strong power to Line managers (LMs) in HRPM challenge their capacity to take on new roles parallel to their current workload, as well as their motivation to care about employees. Moreover, a well-known criticism concerns the gap between what is said and what is practiced. Some researchers even suspect that the trend towards greater delegation of responsibilities to LMs often derives from companies desires to cut structural costs as well as to companies desires to free t hemselves from some responsibilities. Indeed, due to contradictions that are found in HR practices some responsibilities regarding HRPM are difficult to assume. In this perspective, it is negatively reflected that the companys will is to disengage from specialized services rather than a true redefinition of roles. Thus, the claim that if HRPM is to be taken seriously, personnel managers must give it away can be misleading. As implementing ambitious HR practices is likely to be easier for qualified HR specialists than for LMs, the role of the former is too critical to be given away too quickly. LMs need well designed HR practices to use in their management activities.It is up to HRM specialists to put in place systems that create a favourable climate and enable employees and managers to know what is expected from them. The role of the HR specialists is all the more significant than that of the HR function should be viewed as a critical resource for the company for example, the expert ise necessary for the identification and use of accurate work systems can be thought of as a competitive advantage. In other words, we believe that HR specialists still have a major role to play. This role may be displayed in different ways according to organizational culture.In this context tested hypotheses is that the organizational performance is weak for companies in which decisions regarding major HRPM policies are influence more by LMs than by HR specialists.Line managers are assigned with a critical set operational responsibilities which involves day to day operation with a short-term target. Achieving this short-term target is a basis of overall organisational goals. So if line managers get involved more in HR practices, there is a risk of overall failure to achieve organisational goal due to negative impact on operational success.Despite the positive impact may resulted from Line managers involvement in HRPM, recent research has shown that delegating HRPM responsibility ca rries a number of challenges and risks of line management involvement in HRPM and there are certain complications. Research provides mixed results about the implications of devolution and the competence of line managers in HRPM work more generally. It has been confirmed that workloads of line managers may marginalize their efforts in developing employees and they may not be able to pay sufficient attention to employee development. Performance criteria and reward systems are more likely to consider business results, than a longer term people development role. The responsibility for HRPM is not very often included among line managers performance objectives. Also, it might be difficult for line managers to play two opposing roles of assessor and coach.Moreover, line managers are not specialists in HR practices and may lack confidence, knowledge and organizational support to assume the responsibility for HRPM. Senior managers must be highly supportive in HRPM role of line managers and a n incentivesystem should be developed to motivate them. Furthermore, acting as a HRPM facilitator demands a coaching management style, as opposed to a directive management style. Lack of coaching skills and insufficient line management motivation for this role is reinforced by findings that the least popular HRPM delivery mechanisms include coaching and mentoring. This may be due to the large commitment of time and resources needed.In respect of Employment law the work of Human Resource functions is increasingly controlled by the requirements of the law. There is an extensive risk of avoiding laws that relate to employment, for example laws on health and safety, on diversity and equality, on employment rights, on rights to strike and so on.The state and the law perform three primary roles in relation to employment asA restrictive roleThe state provides a set of rules which limit is what is, and is not, allowed in industrial relations. For example the state defines in what situation workers can go on strike and also defines what management can and cannot do in those situations.A regulatory roleThis defines the basic rights of all workers. This began with rights for relatively safe working for those employed in mines but has expanded to cover everyone in the workplace. It now also covers many aspects of employment, for example legislation on unfair dismissal means that organisations have to keep careful records on performance, disciplinary procedures and grievances.An auxiliary roleMany government bodies give advice, for example on health and safety or equal opportunities, that goes beyond the strict statement of the law.As a result of above employment law being involved in HRPM, excessive involvement of Line manager may result to several conflicts as described below.Conflict with line managersThe focus of many line managers will be towards achieving their own, and their teams, targets. This may lead to the manager ignoring guidelines and legislation on working hours, bullying, safety and other issues.Those working in an HR role need to focus on the long-term needs of the organisation good employee/management relations working within the legislation, and so on. These long-term needs are of greater importance than achieving a teams short-term targets.Employment and conflicting prioritiesManagers have a primary aim of adding value to their organisation. By LMs short-term benefit may be gained by sacking employees during periods of low activity. In the long term, however, this is likely to adversely affect staff morale and will also incur costs when new recruits must be found in the future.Freedom and controlConflict may occur between managers wishes to exert freedom in how they run their teams and the strategic need of organisations to exert control and work for at least some degree of consistency. As an example think of policies towards overtime. Line managers may want freedom to use overtime as they think suitable resulting inter-team conf lict or problems when employees move between teams.Disputes and grievancesThe ambiguous nature of HR work is perhaps most clear when disputes occur between employees and management. This may involve a grievance by an individual Line Manager (LM) it may involve a major dispute such as a strike.Technological developments assist the process of facilitating greater line-manager involvement in HRPMTechnologyTechnology refers to the information, equipment, techniques processes required to transform inputs into outputs. It is considered as the basic factor in the process of development. The use of technology lead to increase in the productivity of labor, capital others factors of organization.Role of TechnologyIncreasing the productivity of the workersUtilization of the resourcesHigher level of output per worker.Creation of the employmentMore profit for the organizationCost minimizationWhen Human Resource Management (HRM) involves Information Technology (IT) then it is called HRM Informa tion Systems (HRMIS) or in short HRIS. In this modern period of time technology is widely used in HR practices even in developing HR strategy and in their implementation.HRIS is an organized approach for obtaining relevant and timely data, analyze and disseminate data and use them in HR practice and management. We now have the technology to allow us to reduce HR administration and to provide improved levels of service to our internal customers. Through HRIS the managers are able to access up-to-date, accurate, concise, relevant and complete information.Because of HR technology HR roles and practices are changing as shown belowThe payroll module automates the pay process by gathering data on employee time and attendance, calculating various deductions and taxes, and generating periodic pay cheques and employee tax reports.The work time gathers standardized time and work related efforts.The benefits administration module provides a system for organizations to administer and track empl oyee participation in benefits programs.The HR management module is a component covering many other HR aspects from application to retirement.The training module provides a system for organizations to administer and track employee training and development efforts.The Employee Self-Service module allows employees to query HRPM related data.Thus, development of Technology played a significant role to overcome barriers preventing LMs from getting involved and it contributed positively to minimize the risk of LMs being more involved in HRPM which illustrated belowMore efficient and time saving approachUses of technology save lots of time in the process where Line Managers are involved. The LMs workloads is minimized and there is availability in time to get involved in HRPM.Better CommunicationTechno