The sections that follow should be included in your Strategic HR Plan. You are not required to answer every question and you may wish to expand your responses and add additional information not identified in the questions.
- An overview of the organization and the purpose of the Strategic HR Plan
- The Mission, Vision, and Values
- What is the mission of the Harbourview Hotel? Who do you serve (knowing who your customer is can help you identify what types of staff you will need)?
- What is the vision for the Harbourview Hotel?
- What will be different in the future?
- Will the workforce increase, decrease or stay the same and why?
- How will the changes benefit the organization and the customers?
- What values will guide the behaviour of managers and employees as the hotel goes through change?
- Business Priorities/Goals
- What are the organization’s business priorities? Describe them in as much detail as possible.
- How will each section on the hotel contribute to the business priorities?
- Current Context/Environmental Scan
Internal Scan/External Scan (h-j)
- How many employees currently work at Harbourview Hotel ( by department and job type)
- What is the average age (and years of service –if known)?
- What are the core functions of the organization (a core function is any task category that is necessary to your organization’s success.
- What is the retirement forecast over the next 3 years (broken down by group and department)? Absenteeism rate? Turnover rate?
- What positions will be vacated over the next year? Will all positions need to be filled? Which ones and why? Can you combine some of the functions? Will you need to create any new positions? Where and why? What about part-time vs. full time positions? Is the overall structure appropriate?
- What knowledge is critical to the organization and will need to be transferred because that knowledge is leaving the organization?
- Is this a unionized environment? How would you describe the quality of the labour/management relationship? What about staff morale? What are the key issues for staff?
- What do you know about the local labour market? Will you have any challenges hiring people?
- What is the unemployment rate? Are educational institutions producing a sufficient supply of potential employees?
- How do the local wages in the hospitality industry compare to wages in Western Canada?
- Gap Analysis
- What is the gap between current and future state in terms of HR requirements?
- Do you have the right number of staff? Are they located in the right departments?
- Do they have the necessary skills to help the organization achieve its business priorities? If not, what skills are missing?
- Human Resources Strategies
What HR issues will you need to address in order to achieve your business priorities?
Examples of HR Strategies (include other strategies as appropriate):
- Learning and Development Strategy
- What new skills or knowledge will staff need to acquire?
- How will you address their learning needs i.e. orientation for new staff, on the job training, formal training programs, etc?
- Staffing Strategy
- Where will you need to hire more people? How many and in what type of jobs? Are there any ‘hard to fill’ positions? Use a staffing table to summarize your staffing plan.
- Will you need to reduce the number of staff? How will you achieve this?
- Organizational Health and Safety
- What issues need to be addressed in terms of “health of the organization”? Is sick leave an issue? Workplace accidents?
- Labour Relations
- What are the key labour/management issues? How is staff morale? Have staff identified any issues or concerns through staff surveys?
- Other strategies to address issues not covered above
- Monitoring and Evaluation
- How will you monitor and evaluate the effectiveness of your HR Plan?
- How will you measure success?
- a. Workforce Profile
This section includes a detailed profile of your current workforce using tables, charts, graphs and analysis including ages, years of service, retirement potential, turnover rates, etc.