Now that you know what SHRM is and why it’s important, you may wonder how to get started. The process involves knowing the goals of your company, its abilities, future needs and resources. From there, you put your plan into action, then reassess and pivot if necessary.
Here are the five steps to strategic human resources plan:
1. Know your company’s goals and abilities
The first step to SHRM is understanding your company’s goals and abilities. When you know your company goals and can articulate them, you’ll have an easier time creating programs and policies that support those goals. You’ll also be able to more effectively measure the success of your SHRM programs and make changes as needed.
Consider the following questions:
Answering these questions will help you understand your company’s goals and abilities, and how SHRM can help you achieve those goals.
2. Forecast future needs
Now that you have an idea of your company’s goals and abilities, you need to forecast future needs. In order to ensure your company’s future success, you need to predict how many employees with the required skills will be necessary and measure it against your company’s current workforce. This will help you determine what skills your company will need in the future and how to develop those skills in your workforce.
Consider the following questions:
By answering these questions, you will be able to comprehend what abilities your company will need in the future and how to cultivate a workforce with those required skills.
3. Determine the resources needed to achieve company goals
After you know your company’s goals and have forecasted future needs, you need to determine the resources needed to achieve those goals. This includes identifying the financial resources, human resources and physical resources required.
Consider the following questions:
To determine these, you’ve got to conduct an audit of both your internal and external resources. This will give you a sense of what types of resources you have available to achieve your goals and where you may need to supplement.
For example, if you’re looking to expand your workforce, you may need to invest in recruiting programs. Or, after conducting a needs assessment, you may find that your current workforce doesn’t have the necessary skills to achieve your company’s goals, so you’ll need to invest in training programs.
Another example is if you’re looking to launch a new product. In this case, you’ll need to consider the financial resources required to develop and market the product, as well as the physical resources required to produce it. You’ve also got to consider talent and skill set when launching a new product. Do you have the right people in place to bring your product to market? And do they have the necessary skills to do so?
4. Execute your plan
Now that you’ve set your company’s goals, forecasted its future needs and gathered the resources required to achieve those goals, it’s time to put your SHRM plan into action. Most companies start by recruiting the right candidates, training and development and then performance management. However, this will vary depending on your company’s specific needs.
If you already have a large talent pool to choose from, you may be better off cultivating skills of current employees before recruiting outside talent. After you’ve satisfied that resource, you may find you still need to hire. If so, you’ll need to have clear expectations and skill requirements before recruiting.
Once you’ve hired talent, it’s imperative to have a proper onboarding process. This will help ensure that your new hires are set up for success and understand what’s expected of them. After you’ve brought new talent into the fold, you need to focus on development. This includes training programs as well as opportunities for professional growth. By offering these opportunities, you’ll be able to retain top talent and keep them engaged in their work.
Last but not least is performance management. This includes setting clear expectations, providing feedback and conducting performance reviews. Performance management is a key part of SHRM as it helps ensure that your workforce is meeting expectations and contributing to your company’s bottom line.
Here are a few things to keep in mind when executing your SHRM plan:
After you’ve executed your SHRM plan, it’s important to assess how things are going. This includes looking at what’s working and what’s not. Based on your assessment, you may need to make adjustments to your plan. For example, if you’re not seeing the results you want, you may need to change your recruiting strategy. Or, if you’re finding that your training programs aren’t effective, you may need to make changes to those as well.
It’s also important to keep in mind that your SHRM plan is not a one-time thing. As your company grows and changes, so too will your SHRM needs. As such, it’s important to revisit your SHRM plan on a regular basis to ensure that it’s still relevant and effective.
Phishing Campaign Impersonating UAE Ministry Of Human Resources Grows
A phishing campaign discovered in July that saw threat actors impersonating the Ministry of Human Resources of the UAE government may be more significant in scale than previously believed.
The findings come from security researchers at CloudSEK, who published a new advisory about the threat earlier today.
The technical write-up says the company has discovered an additional cluster of phishing domains registered using similar naming schemes to the July ones to target contractors in the UAE with vendor registration, contract bidding and other types of lures.
"The threat actors behind this campaign are strategically buying/registering domains with keywords similar to the victim domains and are targeting multiple industries, such as travel and tourism, oil & gas, real estate, and investment across the Middle East," the advisory reads.
The company also warned that it spotted several scams being used to lure users.
"Apart from vendor registration and contract bidding, they also use fake job offers and investment opportunities to hoodwink victims."
Of all the domains unearthed by CloudSEK, some only had an email server enabled, while others had set up websites to trick the users into thinking they were legitimate businesses.
"Some scam domains redirect to legitimate domains to trick victims into trusting the phishing emails," CloudSEK explained. "The campaign is resilient to takedowns or hosting bans as it uses pre-stored static web pages with similar templates. These are uploaded from one domain to another in case of a ban."
The company said it analyzed 35 phishing domains, of which 90% were targeting Abu Dhabi National Oil Company (ADNOC), Sharjah National Oil Corporation (SNOC) and Emirates National Oil Company (ENOC) and are hosted in North America.
"This preference is because there are several affordable providers in that region to choose from," CloudSEK wrote. "Moreover, the service providers take time to process takedown requests."
From a technical standpoint, the security company said the cost-to-benefit ratio of a business email compromise (BEC) is high as there is no need for a complex infrastructure like in the case of a malware campaign.
"A domain name with an email server, and that from a third party, is sufficient to conduct these attacks."
Pursuing these attackers legally can obstruct their operations, CloudSEK said, but this is a challenging task considering that some domain name providers may be in one country while mail servers are in another.
"Thus, the best solution would be to take preventive measures to avoid them from happening in the first place. Like training the employees regarding BEC scams and making multi-level authentication and identification mechanisms for payments."
The CloudSEK advisory comes weeks after Abnormal discovered 92 malicious domains linked with the BEC group Crimson Kingsnake.
Human Resources’ Is An Outdated Term, HR And C-suite Leaders Say
Dive Brief:
Dive Insight:
Sage’s survey highlights some interesting — and seemingly contradictory — realities about the state of HR, especially as it intersects with company leadership.
On one hand, C-suite leaders seem well-attuned to the challenges HR faces and its growing importance in business strategy. They appear well-aware that HR leaders continue to face questions about the department’s value and that the HR role is evolving to encompass far more than long-standard elements of the position like payroll and compliance.
The growing importance of HR skills in the C-suite space can be reflected in the developing CHRO-to-CEO pipeline, which the Society for Human Resource Management appeared to reaffirm with its recent acquisition of CEO Academy. Employee experience has risen to the forefront of company concerns over the past few years, as the war for talent continues and employees expect more political action and support from their workplace.
Yet HR leaders continue to face challenges in performing their role. While C-suite execs and HR pros agree the department’s perceived value is a challenge, it seems the C-suite is not always taking the steps to change that. In HR Dive’s own Identity of HR survey, conducted earlier this year, only about 60% of HR respondents said they felt “very” or “highly” valued by company leadership; around 40% felt only “somewhat” or “not at all” valued.
HR pros can demonstrate their value by communicating all the work happening with employees behind the scenes, experts have said. More transparency broadly within the department may boost its recognition as well, a Conference Board report from October noted.
