Nnual Human Resource Operating Plan Starbucks

Annual Operating Plan for the Human Resource Department/Division

1. Organizationas Mission & Vision (the overarching mission and vision of the organization as a whole)
1.1. Key Business Objectives (sets the direction in which the organization will head during the timeframe of its strategic plan, on average, for 2 years at a time, allowing for interim tweaks to accommodate market and environmental shifts, etc.)
1.2. Key Strategies (created during the strategic planning process; will allow the organization, as a whole, to achieve its targeted direction and plans to continue to support its mission and vision as complicated by current shifts and trends within their environment and industry, etc.)

2. HR Department Vision (built upon the mission and vision of the organization and derived from its strategic plan; often published)

3. HR Environmental Analysis (SWOT) a These are listed as bullet points that briefly state the strength, weakness, threat or opportunity in a phrase (vs. full sentences) in bold, and a brief explanation not in bold if needed for elaboration.
3.1. Reviews the organizationas HR strengths, e.g., strong senior leadership team, low churn rate for employees, no gaps in benefits, supportive team-oriented culture, etc.
3.2. Reviews the organizationas HR weaknesses, e.g., excessive open positions, no in-house recruiter, no advertising budget, no training plan for employee or leader development, etc.
3.3. Identifies the organizationas HR opportunities, e.g., outsourcing for existing services related to non-strategic services such as payroll or benefits administration, acquisition of business units or knowledge capital, hiring away top talent from a competitor that is experiencing financial difficulties
3.4. Identifies the organizationas HR threats, e.g., a new governmental regulatory regime that will impose a significant administrative burden, new competitor arrival tempting employees to leave, diminished benefit package, influx of traffic conditions increasing employee commute times and gasoline costs, etc.

4. Annual HR Objectives (set the overall direction and intent the HR Department will pursue to help the organization achieve its strategic plan for the business)
4.1. Achieved by asking themselves what they can do to make the organizationas plans for the coming year actually happen.
a? Objective 1
a? Objective 2
a? Objective 3
a? Etc.

4.2. Annual HR Strategies (Strategies often flow from the SWOT analysis of HR, builds weakened areas or capitalizes on opportunities, and attempts to fulfill larger operational business plans, e.g., objectives and strategies that specify downsizing, targeted market growth, changes in location, cost-containment, etc. They can include everything from outsourcing to succession planning, restructuring of HR, restructuring of employee position classifications to meet changing environments, training and development to build the knowledge capital needed for new directions. However, they often begin with the following:
a? Growth (e.g., downsizing HR operating costs to decrease cash outflow for the organization to fund acquiring other smaller companies, layoffs to support profitability when taking the company public, starting an internal search firm function for rapid screening/hiring, etc.)
a? Legal and Ethics
a? Organizational Capacity
a? Knowledge Capital (e.g., assessing missing knowledge and experience and planning for it by building the knowledge pool, acquiring specific people in strategically key areas of planned growth, etc.)
a? Training and Development (Produces an annual plan for major changes forthcoming, e.g., new benefits or new technology, and builds essential skills and knowledge required as core competencies for the organization, including preparing people for upward mobility.)
a? Business Repositioning (e.g., outsourcing, acquired talent, restructuring of key positions, etc.)

4.2.2. At least one, often more, to support each objective

4.2.3. Things to consider when identifying strategies:
a? Strategies for operating plans have a one-year focus, even when the associated objective has a longer, perhaps five-year scope
a? Strategies are closely connected to resource allocation
a? Strategies must be realistic
a? Strategies are measureable (often by assessing individual steps needed to achieve them)
a? Have associated resource cost(s) determined by adding the resource requirements of each action step needed to achieve it
a? Have target dates
a? Assign responsibility/ownership
a? Action Steps for Each Strategy below each strategy to guide their achievement
4.2.3...1. Actionable steps, each of which makes progress toward fulfilling a strategy
4.2.3...2. Actionable steps that taken together achieve the strategy
4.2.3...3. Are clearly measurable and used to assess progress made regularly
4.2.3...4. Have associated resources and resource requirements (costs)
4.2.3...5. Have target dates
4.2.3...6. Assign responsibility/ownership

5. Implementation (addresses and plans for challenges, collaboration, and communication in the implementation of the HR Annual Operating Plan)
5.1. Constraints a Plans for barriers, roadblocks and challenges (internal and external) that may get in the way of the HR plan.
5.2. Collaboration a Plans for opportunities to build trust, shared ownership, teams and/or camaraderie, etc.
5.3. Communications a Plans for timely and carefully crafted messaging throughout major projects and phases, planned or specified by stakeholders.

6. Measurement and Assessment
6.1. Defines specific metrics and milestones to assess expected outcomes early and continuously following the implementation of the HR Annual Operating Plan, as appropriate, e.g., some may be monthly; some may be quarterly, etc. These are intended to ensure that the HR Operating Plan that has been implemented is on target for what is needed and remains on target a because things change. This is a monitoring of the HR Annual Operating Plan to ensure that it is successfully achieved.
6.2. Reports metrics to the organization
a? Define the types of reports needed and
a? Identifies distribution

7. References (Your list of references should reflect your readings throughout the entire course and/or program, so might easily be 15 a 20 references that have been cited in this template, as you created both introductory language and crafted key HR objectives, strategies, steps for accomplishing those strategies, and the implementation phase, at a minimum.
8. Appendix
The Appendix is where graphics, matrices and charts are a?appendeda to the main document, at the end, so that you can reference their content within the documentas body where appropriate. There are assignments in this courses that stipulated the Matrix or the Analysis was to be placed in the HR Annual Operating Plan templateas Appendix.