MODEL # 1
Step 1: Environmental Analysis
By careful and continuous monitoring of economic, social, and labour market trends and noting changes in governmental policies, legislation, and public policy statements, a human resource manager will be able to identify environmental threats and opportunities that in turn help formulate new action guidelines:
A large electric utility, sensing society’s increasing concern about air pollution, decided to reduce coal burning and shift to hydro power. This in turn necessitated replacement of its plant and equipment as well as major changes in its human resource strategy. Not only
were new skills required, but the changeover from existing procedures and systems (e.g.,compensation, appraisal, training) also had to be smooth and cause as little disruption to the work as possible. A strategy based on considerable in-house and external training was drawn up and implemented. By the time the utility switched to hydro power, it had the necessary supply of skilled labour.
Step 2: Organizational Mission and Goals Analysis
An organizational analysis, involving a close look at the organization’s overall mission and goals, is a second integral aspect of identifying human resource strategies. Even similar organizations often pursue different goals; however, some goals such as profitability (or revenue surplus), organizational growth, employee satisfaction, efficiency, adaptiveness to environmental changes, and so on are common across most Canadian organizations. How an organization defines its mission also significantly influences human resource strategies. A mission statement specifies what activities the organization intends to pursue and what course is charted for the future. It is a concise statement of “who we are, what we do, and where we are headed” and gives an organization its own special identity, character, and path of development.
For example, two similar electronic...