Human Resources Management Analysis

What is Human Resources Management Analysis (HRMA) ?
Human Resources Management Analysis is a tool that can provides integrated reporting, analysis, and monitoring software that helps leading organizations make better in human resources business decisions.

Steps in developing HRM strategy :

Step 1: Get the ‘big picture’

Understand your business strategy.

* Highlight the key driving forces of your business. What are they? e.g. technology, distribution, competition, the markets.
* What are the implications of the driving forces for the people side of your business?
* What is the fundamental people contribution to bottom line business performance?

Step 2: Develop a Mission Statement or Statement of Intent

That relates to the people side of the business.

Do not be put off by negative reactions to the words or references to idealistic statements – it is the actual process of thinking through the issues in a formal and explicit manner that is important.

* What do your people contribute?

Step 3: Conduct a SWOT analysis of the organization

Focus on the internal strengths and weaknesses of the people side of the business.

* Consider the current skill and capability issues.

Vigorously research the external business and market environment. High light the opportunities and threats relating to the people side of the business.

* What impact will/ might they have on business performance?
* Consider skill shortages?
* The impact of new technology on staffing levels?

From this analysis you then need to review the capability of your personnel department. Complete a SWOT analysis of the department – consider in detail the department’s current areas of operation, the service levels and competences of your personnel staff.

Step 4: Conduct a detailed human resources analysis

Concentrate on the organization’s COPS (culture, organization, people, HR systems)

* Consider: Where you are now? Where do you want to be?
* What gaps exists between the reality of where you are now and where you want to be?

Exhaust your analysis of the four dimensions.

Step 5: Determine critical people issues

Go back to the business strategy and examine it against your SWOT and COPS Analysis

* Identify the critical people issues namely those people issues that you must address. Those which have a key impact on the delivery of your business strategy.
* Prioritize the critical people issues. What will happen if you fail to address them?

Remember you are trying to identify where you should be focusing your efforts and resources.

Step 6: Develop consequences and solutions

For each critical issue highlight the options for managerial action generate, elaborate and create – don’t go for the obvious. This is an important step as frequently people jump for the known rather than challenge existing assumptions about the way things have been done in the past. Think about the consequences of taking various courses of action.

Consider the mix of HR systems needed to address the issues. Do you need to improve communications, training or pay?

What are the implications for the business and the personnel function?

Once you have worked through the process it should then be possible to translate the action plan into broad objectives. These will need to be broken down into the specialist HR Systems areas of:

* employee training and development
* management development
* organization development
* performance appraisal
* employee reward
* employee selection and recruitment
* manpower planning
* communication

Develop your action plan around the critical issues. Set targets and dates for the accomplishment of the key objectives.

Step 7: Implementation and evaluation of the action plans

The ultimate purpose of developing a human resource strategy is to ensure that the objectives set are mutually supportive so that the reward and payment systems are integrated with employee training and career development plans.

There is very little value or benefit in training people only to then frustrate them through a failure to provide ample career and development opportunities.

Culture, organization, people, systems (COPS), checklist :

  • Do your staff identify with the organization and ‘the success of the organization’ as being of direct benefit to themselves?
  • Do your staff see themselves as having common interests with their work colleagues and group? Is there a strong team spirit?
  • Is work allocated on the basis of individual expertise rather than position in the organization?
  • Are there sufficient skills / power bases in the organization?
  • Are there appropriate leadership skills within the organization?
  • Are your staff encouraged to say what they think about the organization?
  • Does your organization encourage innovation and creativity amongst staff?
  • Do your staff feel a sense of personal responsibility for their work?
  • Is quality emphasized in all aspects of the organization?


  • Does the structure of your organization encourage effective performance?
  • Is the organization structure flexible in the face of changing demands?
  • Is the structure too complex? If so in what areas?
  • Do your staff have clear roles and responsibilities?
  • Does your organization structure tend to push problems up rather than resolve them at the point where they occur?
  • Do your procedures and management practices facilitate the accomplishment of tasks?
  • Do you constantly seek to challenge your organization structure?


  • Do your staff have the necessary skills and knowledge to perform their jobs in the most effective manner?
  • Do your staff understand their jobs and how they contribute to overall business performance i.e. have clear goals and objectives?
  • Do your staff have a customer service orientation?
  • Are people with potential spotted and developed for the future?
  • Are your staff encouraged to perform well through the giving of recognition, feedback, etc.?
  • Do your people know what their expected performance standards are?


  • Do your organization’s systems (e.g. employee selection and recruitment, promotion, planning, management, information and control) encourage effective performance among your staff?
  • Are these systems consistent across the organization?
  • Are there clear rewards for effective performance within your work group?
  • Does the organization review its systems frequently and ensure they mutually support each other?

References Sources : from many sites..


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just ordinary people

Posted on February 23, 2012, in Human Resources Management. Bookmark the permalink. Leave a comment.

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