Portfolio Project 1: Human Resources Strategic Plan 178348

Portfolio Project 1 Human Resources Strategic Plan

Portfolio Project #1: Human Resources Strategic Plan Portfolio Project #1 provides data from a hypothetical organization. The data can be found at the bottom of the page. You will create a strategic plan that aligns the human resources (HR) function with the organization’s mission, vision, and objectives. The overall scope of the Portfolio Project is to create a “Shared Services” structure for HR that will be housed at the organization’s corporate offices. Final Deliverable due Week 8 Required Topics - Be sure to cover the following: Strategic Contribution, Personal Credibility, HR Delivery Metrics, Key Performance Measurements (KPM), Action Plan for each functional area, HR mission statement, HR vision statement and objectives.

Your strategic plan should include: Title Page Table of Contents Executive Summary Body of your plan Conclusion Reference Page Appendix (optional) Submission requirements: Ten pages minimum (not including the title page, table of contents, reference page or appendix) will be needed to complete the project. Support your analysis and recommendations with 5 credible sources documented in accordance with the School's guidelines. APA format. No Plagiarism!!!

Paper For Above instruction

Creating a comprehensive Human Resources (HR) strategic plan for a hypothetical organization involves aligning HR functions with organizational goals through a structured approach. This process necessitates detailed analysis and deliberate planning to foster organizational effectiveness and support strategic objectives. This paper will develop an HR strategic plan that includes key components such as the mission and vision statements, strategic contribution, credibility, delivery metrics, key performance measurements, action plans, and developing a shared services structure housed at the corporate headquarters.

Introduction

The primary purpose of this strategic plan is to establish an effective HR function aligned with the organization’s overarching mission and vision, promoting a cohesive and efficient shared services model. A well-structured HR strategy enhances the organization’s capability to attract, develop, and retain talent while supporting organizational goals. Particularly in a shared services model, HR operations are centralized to improve efficiency, reduce costs, and ensure consistency across business units.

Organizational Mission, Vision, and Objectives

The organization’s mission articulates its purpose, emphasizing commitment to excellence, innovation, and employee engagement. Its vision projects a future where the organization is recognized as a leader in its industry through superior service and organizational effectiveness. Objectives centered on talent acquisition, leadership development, diversity, compliance, and operational efficiency guide HR strategies to support these overarching ambitions.

Strategic Contribution and Personal Credibility

HR’s strategic contribution is rooted in delivering value-added services that foster organizational growth, such as talent management, employee engagement, and culture development. To establish personal credibility, HR professionals must demonstrate expertise, integrity, and consistent performance aligned with organizational goals. Building strong relationships with leadership and employees is essential to gaining trust and influence organizational change effectively.

HR Delivery Metrics and Key Performance Measurements (KPM)

Implementing measurable HR delivery metrics ensures continuous improvement and accountability. Metrics such as turnover rates, time-to-fill, employee satisfaction scores, and training completion rates provide insight into HR effectiveness. Key Performance Measurements (KPM) specific to strategic HR initiatives include the success rate of leadership development programs, diversity hiring metrics, and compliance audit results.

Action Plan for Functional Areas

Each functional area within HR—recruitment, training and development, employee relations, compensation and benefits, and compliance—requires tailored action plans. For instance, recruitment strategies will focus on talent pipelines aligned with organizational needs, while training programs will emphasize leadership development and diversity training. Regular assessments and adjustments ensure these plans support organizational objectives effectively.

Shared Services Structure

The proposed shared services model centralizes HR functions at the corporate headquarters, facilitating consistency, cost-efficiency, and streamlined service delivery. This structure involves consolidating payroll, benefits administration, HRIS management, and employee relations into a unified platform. Clear governance and communication channels are vital for the success of this model.

Conclusion

Developing an HR strategic plan rooted in organizational goals enhances the HR function's impact and contribution. By integrating clear mission and vision statements, performance metrics, targeted action plans, and a centralized shared services model, the organization can optimize HR operations and support sustained growth. Continuous evaluation and alignment ensure that HR remains responsive to evolving organizational needs.

References

• Armstrong, M. (2021). Human Resource Management: Practice and Strategy (8th ed.). Kogan Page.
• Cascio, W. F., & Boudreau, J. W. (2016). The Search for Global Competence: From International HR to Talent Management. Journal of World Business, 51(1), 103-114.
• Huselid, M. A., Beatty, R. W., & Becker, B. E. (2005). The HR Scorecard: Linking HR Metrics with Business Strategy. Harvard Business Review.
• Ulrich, D., Brockbank, W., Johnson, D., Sandholtz, K., & Younger, J. (2012). HR Competencies: Mastery at the Intersection of People and Business. Society for Human Resource Management.
• Garrow, D. J., & Green, R. (2018). Building an HR Shared Services Model. HR Journal, 35(4), 45-52.