actively forecast the firm’s future HR needs based widely on manpower planning and skills retention through a series of new processes including appraisals, pay flexibility, assessment and career planning. As this process known generally as Human Resource Planning, is to be discussed in detail in the next assignment, I shall not go into much more depth on this particular subject.Recommendations and Conclusion:In view of the facts that have been presented in the original case and the assumptions made by myself, it appears that the Human Resource Strategy adopted by the new MD was in fact very efficient. It managed to address most of the major HR issues associated with the implementation of a new business strategy and also added a new dimension to the personnel function of the organisation. The major criticisms that I could level against the new strategy would be the initial efforts made to change the corporate culture and the structural changes made to the organisation.I am of the belief that corporate culture is one of the most difficult aspects of an organisation to change. A change in culture entails a change in individual beliefs, values and attitudes, and this could be no mean task. The members of the organisation require very good reasons to be willing to make changes to what is basically a set of personal assumptions. The problem with HR as opposed to Personnel is that the focus appears to shift from the individual to the organisation and the accent seems to be on keywords such as competitive advantage. In order to integrate an efficient HR strategy with the business strategy, it is vital to stress the goals of the organisation and also to place an emphasis on the needs and wants of the individual.The other area in which the strategy could be made more efficient is in the re-structuring of the firm. Taking into consideration the environmental factors affecting the company, the matrix structure appears to be ideal. However, as...
