Strategic Human Resource Planning

Assignment Brief

UNIT 7012V1

Strategic human resource planning.

• INTRODUCTION

  • This unit is about the role of human resource (HR) planning and the links with strategic objectives.

• SCENARIO

  • Learners may use their own employment context, or that of another organisation with which they are very familiar, to base their assignment. However, in the case that they are not able to do so, please use the below scenario: -

  • You are a senior manager at a medium sized organisation. You have been asked to review your current staffing in relation to meeting the organisational strategic plan. Analysis of internal and external factors affecting the plan is part of your remit and it has been suggested you examine options to meet the plan in the present and anticipate future HR needs. Within your analysis there may be the possibility of staff redundancies and so legal compliance is a key factor.

• TASK 1: UNIT 7012V1

  • Explain how organisations can assess current, future and anticipated HR requirements and the strategic importance of correct HR planning.

  • Analyse how HR planning should link to the strategic plan. Assess impacts on the strategic plan arising from HR planning.

Guidance word count: 750 - 850 words

• A.C. 1.1 - Assess the strategic importance of current, future and anticipated HR requirements

• A.C. 1.2 - Analyse how HR planning impacts on the strategic plan

TASK 2: UNIT 7012V1

Select four HR laws and evaluate how the legislation influences organisational HR plans. Ensure the four laws cover different aspects of HR legislation. Describe a process for recruitment and selection of new staff that complies with current legislation and organisational requirements. Review how effective the process is in relation to the acquisition of suitable staff.

Guidance word count: 700 - 800 words

A.C. 2.1 - Evaluate the current legal requirements influencing a HR plan

Assignment Brief: Unit 7012V1: Strategic human resource planning

A.C. 2.2 - Describe a process for recruitment and selection of new staff that complies with current legislation and organisation requirements

TASK 3: UNIT 7012V1

Describe what is meant by organisational culture. Identify key factors of organisational culture which may affect the recruitment and retention of staff. Ensure positive and negative aspects of the culture are identified when describing the possible effects on recruitment and retention.

Evaluate the ways in which organisations provide flexibilities and changes to working practices. Identify the drivers for such changes including a discussion concerning the ‘work-life balance’.

Guidance word count: 750 -850 words

A.C. 3.1 - Discuss how organisational culture affects recruitment and retention of staff

A.C. 3.2 - Evaluate work life balance issues and the changing patterns of work practices

TASK 4: UNIT 7012V1

Disciplinary and grievance procedures enable organisations to adhere to a consistent legal framework.

Identify the process to be followed in a grievance situation ensuring legal compliance.

Describe the stages of a discipline process which results in an employee being dismissed and explain how the process complies with HR legislation.

Explain the role of ACAS, Employment Tribunals and other external agencies that could be involved in grievance, discipline and dismissal process. Briefly identify why organisations may seek to implement mediation rather than employment tribunals.

Guidance word count: 800 - 1,000 words

A.C. 4.1 - Identify the process to be followed in a grievance situation

A.C. 4.2 - Describe the stages of a discipline issue that results in dismissal

A.C. 4.3 - Explain the role of ACAS, Employment Tribunals and other external agencies that could be involved in grievance, discipline and dismissal processes

Sample Answer

Strategic Human Resource Planning

Task 1: Assessing HR Requirements and Strategic Importance of HR Planning

Strategic human resource planning ensures that an organisation has the right people, with the right skills, in the right roles at the right time. At Marks & Spencer (M&S), HR planning is directly aligned with the company’s strategic goal of digital transformation, sustainability, and customer experience excellence. To maintain competitive advantage, M&S must assess its current, future, and anticipated HR requirements in a systematic and evidence-based manner.

Assessing Current, Future, and Anticipated HR Requirements

The assessment of HR needs begins with an analysis of the current workforce, including employee demographics, skills inventory, and performance levels. M&S uses HR analytics tools to monitor workforce trends such as turnover rates, training needs, and succession gaps. This helps identify whether current human capital is capable of meeting present operational goals.

Future HR requirements are forecasted through scenario planning and labour market analysis. For example, as M&S expands its online retail operations, there is an increasing demand for employees skilled in e-commerce, data analytics, and supply chain automation. Anticipated HR needs include preparing for potential workforce challenges such as retirements, technological displacement, and skill shortages due to digitalisation.

HR planning also involves workforce modelling to predict future staffing levels based on strategic growth targets. Through this approach, M&S ensures proactive talent management rather than reactive hiring, which contributes to business continuity and cost efficiency.

Strategic Importance of Correct HR Planning

Effective HR planning is strategically important because it aligns workforce capabilities with business objectives. As Armstrong and Taylor (2023) argue, HR planning bridges the gap between an organisation’s strategic ambitions and its human capital potential. For M&S, having the right skills in sustainability and digital innovation is vital to achieving its “Plan A” sustainability commitments and long-term profitability.

Incorrect or insufficient HR planning can result in skills shortages, overstaffing, or increased labour costs, all of which undermine strategic performance. Additionally, by forecasting future workforce needs, M&S can implement targeted training and succession programmes, thereby minimising business disruption and ensuring leadership continuity.

Linking HR Planning to the Strategic Plan

HR planning and strategic planning are interdependent. The strategic plan determines business priorities, while HR planning ensures the workforce is equipped to achieve them. At M&S, HR strategy is integrated into corporate planning through strategic alignment meetings between HR and senior management.

For example, when M&S decided to close underperforming stores and shift focus towards online retail, HR planning guided the redeployment, retraining, and redundancy processes. This link ensured that human capital decisions were ethically managed and legally compliant, while supporting cost control and operational efficiency.

The impact of HR planning on the strategic plan is both direct and measurable. Effective HR planning enhances productivity, innovation, and employee engagement, all of which support financial performance and market competitiveness. Conversely, failure to anticipate HR needs can delay strategic projects, increase turnover, and weaken organisational resilience.

In conclusion, strategic HR planning allows M&S to manage change, anticipate workforce needs, and sustain alignment between people and business goals. It serves as both a foundation and an enabler of long-term organisational success.

Continued...