Just a very quick request from me this time. Does anyone have any HR Plan templates that can be applied to the people management of individual service areas (as opposed to the organisation as a whole) that they would be willing to share with me? If you do, I would love to hear from you!
please do not use a template of any kind..
an HR plan is supposed to be the plan required to take appropriate actions for YOUR organisation to achieve ITS business Plan and goals in YOUR culture. It is unlikely that any elements in one plan will be the same an another organisations. The phase of growth/ change, the sector and the staffing challenges (recruiting sales people is very different from volunteers etc)
have a look at the business plan and agree with the board what are the elements the business needs the most HR support from and put your plan together to achieve these needs - if you want a template then use the same format as your organisations business plan - just list the HR challenges, resources and measurables.
Hope this helps and good luck
In your position, I would look at the business plan(s) of the various units, and draft a list of the people capabilities required to achieve the goals/outcomes specified in the plan. Then, using a 2 x 2 matrix, assess for each capability the current state, (hi, low) and the (realistic) desired future state, (hi, low). Depending on the organisation, you might need to do this for each of the units. You might get away with an organisation-wide approach. Get some managers who know what they are talking about help you with this. You'll end up with a list of desired improvements in the "people capabilities" that are relevant for your business. Then you need to consult quite widely with managers, and staff (given your organisation), if you can, to prioritise the improvements. Use sensible metrics where you can. The priority list gives you the beginnings of a strategy, as you then begin to allocate more resources to the topics higher in the list. - AND stop doing stuff lower on the list. Over a couple of cycles managers and staff begin to get used to this approach, and begin to "own" the HR prioities more. I've done this with the top two layers of a billion turnover business, and whilst it was tough in the early days - and scary, defending stuff to global, cynical managers, after a while it really helped. It changed the "why are you lot doing that?" sort of comment to "I understand, that relates to priority 3"
Hope you find a way to succeed.
Thanks to you both for your respective comments.
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