HRMS: ① Emphasis on the meaning of "strategy" in the term "human resources strategy" ②Aims to solve problems such as how to extract strategic propositions of human resource management, how to determine human resource goals, and how to plan. ③Aims to give ideas and methods for doing HRMS ④ More emphasis is placed on the design and formulation of HRMS, which is the design of human resources strategy.

SHRM: ① Emphasize the construction of the specific content of "human resource management" in this term. ②Aims to solve questions about what specific content should be decided or planned ③Aims to give the specific content and elements that the HRMS should contain, and how to realize the organic logical connection between them. ④ More emphasis is placed on the execution significance of HRMS, which is the execution of human resources strategy.

Broadly speaking: the process of predicting future tasks and environmental requirements for the organization based on organizational strategies, goals, and changes in internal and external environments, and providing human resources to complete tasks and meet requirements. Emphasize the supporting role of human resources in the organization's strategic goals, and consider the content and role of human resources strategic planning from a strategic level.

Narrow sense: Make predictions about the company's possible personnel demand and supply, and reserve or reduce corresponding human resources accordingly. With the fundamental purpose of pursuing the balance of human resources, it mainly focuses on the matching of quantity, quality and structure between supply and demand of human resources.

The focus of strategic planning on input resources is different.

Regardless of the definition, it generally includes the following meaning: ①The external environment and strategic goals of the organization are constantly adjusted, and the supply and demand for human resources are also constantly changing. Seeking a dynamic balance between the supply and demand for human resources is the basic point of human resource planning; ② As the strategic goals and methods of the organization change, the strategic planning of human resources also changes accordingly. It is a dynamic process of continuous adjustment. ③Must have the cooperation and support of other human resource management systems to ensure that the right people and positions are suitable at the right time ④ Ensure that both the organization and individuals obtain long-term interests, and more importantly, ensure that the interests of the organization are realized

Therefore, human resources strategic planning refers to the systematic solutions and management process that achieves the effective acquisition, development and optimal allocation of the organization's human resources through strategic human resource management functional activities and strategic institutional arrangements, and supports the realization of corporate strategic goals.

① Implement corporate strategies ② Human resource management is forward-looking and strategic, and talent reserves are based on strategy. ③ Improve the effectiveness and operability of human resources strategic planning through innovation in human resource planning technology

(1) Three basic analysis tasks: ①Understand strategy: Interpret and analyze corporate strategy from external environmental factors and internal resource and capability factors ②Understand the company itself: company talent inventory and analysis of differences in strategic needs ③Understand your competitors: Research on the best human resources practices in the industry and analysis of differences

(2) The concept of human resources strategic planning guides the construction of system lines: On the basis of interpreting the human resources strategy, clearly establish the requirements for implementing the human resources strategy. The institutional line includes human resources management and control models, human resources mechanisms and systems, and special issues.

(3) Carry out organizational infrastructure planning: The essence is to clarify the goals, subjects, responsibilities and functions for the specific activities of human resources strategic planning.

(4) Capacity line construction in terms of quantity, quality and structure planning of human resources: Provide guidelines and policies for corporate human resources management

(5) Core talent team planning: Evaluation standards, career development channels, talent team building, quality and ability improvement plans

(6) Strategic human resources functional activity planning: Strategic performance management, strategic salary management and incentive requirements, strategic talent recruitment and allocation, strategic talent training and development

(7) Human resources management mechanism and system change planning: flexibly allocate resources and activate people’s overall needs

(8) Human resources management knowledge and information system construction planning: provide technical support

When implementing human resources strategic planning, human resource quantity planning, structure planning, and quality planning will be transformed into specific human resource plans, namely, succession and promotion plans, staff supplement plans, quality improvement plans, exit and elimination plans, etc.

succession promotion plan

staff replenishment plan

Quality Tips Program

Exit phase-out plan

Meaning: The process of sorting out, evaluating, and re-allocating an organization's talents.

Reasons and timing for conducting talent inventory

(1) Closing inventory: led by the Human Resources Department and cooperating with external consulting agencies. The cycle is short, the efficiency is high, the confidentiality is high, and only key positions are covered.

(2) Open inventory: The human resources department provides methods and tools to organize the work, with the business manager taking the lead and cooperating with multiple parties. The inventory relies on the evaluation of the CEO and lower-level managers. It is open to a certain extent, covers all employees, and is closely connected with other modules. It is a "fixed project"

①It’s not about solving problems, it’s about finding problems

② It is not linked to performance and is only a reference for performance appraisal.

③It is the work of multiple departments, not just the work of the human resources department

(1) For organizations: Clarify the resources and capabilities required for future development; support the realization of organizational strategies; establish a talent echelon to promote the sustainable and healthy development of the organization

(2) For human resources work: Human resources understand business better, and business understands human resources better; enabling organizations to quickly match people with jobs.

(3) For individuals: Employees learn about organizational needs; help employees improve

①Clear the purpose of talent inventory: It is necessary to obtain high-level support and introduce an overall plan and schedule as well as personnel

②Identify talent needs and evaluate talent supply: Discuss talent needs in the next 1 to 3 years ☞Judge current talent supply

③Establish talent competency model: Future-oriented, control core capabilities to 6 to 8 items

④ Draw the nine-square grid of talents:

⑤Develop an action plan

Classic model based on supply and demand balance (suitable for enterprises with single business areas or small scale)

Approach model based on current situation and ideal state (diversified large enterprise group or country region)

Human resources planning model based on enterprise core competitiveness

①Analyze strategic background and take inventory of human resources

②Clear human resources vision and strategy

③Build a human resources management system: Management and control models, mechanisms and systems, and special transfer issues

④ Develop core strategies

⑤Plan the quantity, quality and structure of human resources (demand and supply)

⑥ Formulate key projects and action plans

⑦Establish implementation guarantee plan (monitoring)

Executor: ① Decision-making layer: the decision-maker of corporate strategy and the decision-maker of human resources strategic planning ②HR functional layer: advocate, formulator, designer, implementation supervisor ③Line supervisor: formulator, executor, builder, implementer

implement: ①Enterprise level: top-level decision-making of the enterprise ②Cross-departmental level: Vice president level, coordinating supervision and evaluating effects ③Department level: Human Resources Department: Engineer Salesperson Other departments: Cooperate with the human resources department

in principle: ①Strategic orientation ②Spiral upward ③Institutionalization ④Talent echelon ⑤ Priority planning for key talents

Relevance with other systems: mutual cooperation and interaction ①Recruitment: Develop a goal-oriented and foreseeable personnel recruitment plan ②Performance management: Help the company achieve performance goals, whether employees’ own abilities have improved, and whether there are deficiencies and how to make up for them. ③Salary management: incentives ④Training: Provide pertinence and effectiveness

Forecast basis: Corporate development planning and corporate annual budget

method of prediction

content: ①Analyze the current employee situation ②Analyze employee turnover and reasons to predict future turnover trends ③Understand employee promotion and internal transfer status ④Analyze the impact of changes in working conditions and changes in attendance rates on employee supply ⑤Understand the supply sources and channels of employees

Forecasting technology: ①Talent inventory method: mostly used for short-term talent inventory forecasting ②Replacement method: predict through job vacancies, focusing on the promotion of internal employees ③Markov prediction model: infer based on the probability of the company’s past turnover ratios of various types of personnel ④Computer prediction simulation