Guide on Developing a HRM Plan - AhlynewsInfo

Guide on Developing a HRM Plan

  • Skip to main content
  • Skip to “About this site”

  • Services
  • Departments
  • Language selection

    • Français


  • Search and menus

Public Services and Procurement Canada


Project Management Plan Template

Product Turn Over Template (Word Version, 667KB)

Project Name


National Project Management System
Business Projects-information Technology-Enabled
Planning Phase


Document Purpose

The Project Management Plan defines the project objective and scope as well as how it is executed, monitored, and controlled during the Delivery Stage.

Who Produces This Document?

The assigned Project Manager produces the Project Management Plan in collaboration with the project team members and in consultation with the functional organizations involved in the managerial and technical processes described herein.

Using this Template

To create a Project Management Plan from this template, simply:

  1. Replace the title on the cover page with the name of your project and the organization information
  2. Replace the <italicized text> in the document header with your project name and information
  3. Save your document with a filename that is in accordance with current Branch document naming standards
  4. Update the filename in the document footer by right-clicking and selecting "edit footer"
  5. Complete the entire template. Each section contains abbreviated instructions, shown in italics, which can be removed once your document is finalized. Tables are also provided as a suggested layout for some of the information required
  6. Update the table of contents by right-clicking and selecting Update Field, then update entire table
  7. Note: Replace all the text between the less than/greater than symbols "<…>" with project specific statements
  8. Update all automatic fields (e.g. last save date and filename on title page, table of contents, filename in footer) by placing the cursor on the fields and pressing F9
  9. Delete this page when the Project Management Plan is complete

Revision History

Note: This table is only for example and contains no data.

Version NumberDescriptionDate ModifiedAuthor

Authority Signatures

The Project Lead (Business Side) and the Project Manager agree to deliver the Delivery Stage of this project in accordance with this Project Management Plan and amend it periodically as project parameters change.

Prepared by:

( PSPC)/Signature

Please print:




Prepared by:

( PSPC)/Signature

Please print:


Project Analyst:


Recommended by:

( PSPC)/Signature

Please print:




Approved by:
(See NPMS procedures for approval Body)

( PSPC)/Signature

Please print:




On this page

  • 1. Executive Summary
  • 2. Integration Management
    • 2.1 Project Governance and Project Team Structure
    • 2.2 Roles and Responsibilities
    • 2.3 Change Management
      • 2.3.1 Change Control
      • 2.3.2 Issue Management
    • 2.4 Project Close Out
  • 3. Scope Management
    • 3.1 Scope Statement
    • 3.2 Requirements Management
    • 3.3 Project Deliverables
      • 3.3.1 Work Activities
      • 3.3.2 Requirements Control
      • 3.3.3 Constraints
      • 3.3.4 Assumptions
      • 3.3.5 Stakeholders
  • 4. Schedule Management
    • 4.1 Milestone
    • 4.2 Schedule Control
  • 5. Cost Management
    • 5.1.1 Estimation
    • 5.1.2 Budget Allocation
    • 5.1.3 Budget Control
  • 6. Quality Management
    • 6.1 Quality Assurance
    • 6.2 Quality Control
  • 7. Human Resource Management
    • 7.1 Human Resources Acquisition
    • 7.2 Human Resources Development
  • 8. Communications Management
    • 8.1 Stakeholder Analysis
    • 8.2 Project Reporting and Communication
    • 8.3 Metrics Collection
  • 9. Risk Management
  • 10. Procurement Management
  • 11. Information Management
  • 12. References

1. Executive Summary

Describe the key issues driving the project. Clearly demonstrate the problem/opportunity and how resolution of this problem/opportunity provides best value, while meeting investment plan, business, technical or legal/political/regulatory objectives. Summarize the results of the Project Identification Stage (e.g. feasibility assessment and business case). Summarize the solution selected from the Business Case. Define the objectives of the project and the intended business results. Define quantitative and measurable objectives that can be used as criteria by which key stakeholders will judge the success of the project. Some of this information can be extracted from the Project Charter.

2. Integration Management

Integration Management includes all of the processes required to unify, coordinate and manage all project elements to completion. Integration Management crosses all phases of projects and includes change management, execution, control and close out. Briefly describe how this will be accomplished.

2.1 Project Governance and Project Team Structure

Describe the organizational boundaries between the project and external entities. Define and describe communication with senior management, customers, subcontractors, purchasing, sales, marketing, legal, finance, procurement, installation and support organizations, standards or certification bodies, auditors, manufacturing, and the like.

Using a diagram, illustrate corporate governance bodies that may be involved in the approval process and describe their roles and responsibilities in section 2.2. Illustrate the project team structure and relationships in a style adapted to the project size and complexity (e.g. for small projects, the names of the team members can be included; for larger projects, the organizational chart should name the groups or entities that form the project team).

The diagram below illustrates an example.

The following diagram illustrates the Corporate/Programme Committee, Project Steering Committee comprising Senior User, Executive/Sponsor, Senior Supplier and Project Manager, and the Project Management Team comprising Team Leader 1 and the User Group, and Team Leader 2, and the Subject Matter Experts (SMEs).

2.2 Roles and Responsibilities

List the major roles identified in the project team structure diagram as well as internal and external project stakeholders who are not specifically members of the project team. Describe their relevance to the project and their degree of interaction for specific project activities.

2.3 Change Management

Describe how change will be managed throughout the Delivery Stage of this project. This should include Change Management processes, roles and responsibilities, tools and techniques and reporting.

2.3.1 Change Control

Describe the Change Control process that will be used including:

  • Change governance
  • Change identification and request management
  • Impact analysis
  • Change approval process
  • Change tracking
2.3.2 Issue Management

Specify the process to capture and maintain information on all issues. Describe how the issues are classified and prioritized based on the assessment of their impact. Define the escalation process that is applied when an issue cannot be resolved at the level where it was identified. Information on the Integrated Change Control process can be found in the National Project Management System Integration Management Knowledge Area .

2.4 Project Close Out

Include the plans necessary to ensure orderly close out of the project. Items in the close out plan should include a staff reassignment plan, a plan for archiving project materials, a plan for post-mortem debriefings of project personnel, and preparation of a final report to include lessons learned and analysis of project objectives achieved.

3. Scope Management

Describe how scope will be managed throughout the Delivery Stage of this project. This could include information on specific Scope Management processes such as scope verification and control, development of work breakdown structure, roles and responsibilities, tools and techniques and reporting.

3.1 Scope Statement

Provide a scope statement, including what is within and what is not within scope; that is, the scope of the project needed to meet the stated objective. It is important to keep in mind that scope includes the requirements for both the product scope (the features and functions of a product or service) and project scope (the work required to deliver the product). Information on Scope Management can be found in the National Project Management System Scope Management Knowledge Area .

Note: This table is only for example and contains no data.

Activities In ScopeActivities Out of Scope

3.2 Requirements Management

Requirements will feed into the details of the project and product scope. Describe how requirements will be gathered, detailed, validated, controlled and managed. Also include tools and processes that will be used, such as requirements mapping.

3.3 Project Deliverables

List the major items to be delivered to the customers, subcontractors, integrators, or other parties. As appropriate, list the deliverables, their recipients, interim and final delivery dates, and delivery method. A table like the one below is a good way to show this information.

The list should differentiate the project management deliverables (e.g. project schedule, communication plan, progress report, etc.) from the project deliverables (e.g. system, database, telecommunication equipment, system and user documentation, etc.). Commonly used deliverables in Business Projects- IT-Enabled projects can be found in the document List of Project Deliverables.

Note: This table is only for example and contains no data.

Deliverable RecipientsDelivery DateDelivery Method
3.3.1 Work Activities

Specify the various work activities to be performed in the project. A Work Breakdown Structure should be used to depict the work activities and the relationships among work activities.

3.3.2 Requirements Control

Specify the mechanisms for measuring, reporting, and controlling changes to the product requirements. Describe how to assess the impact of requirement changes on product scope and quality, and on project schedule, budget, resources, and risk factors. If a separate Change Control process is being followed, refer to it here. Information on requirements control can be found in National Project Management System Scope Management Knowledge Area .

3.3.3 Constraints

Constraints or restrictions limit or place conditions on the project, especially those associated with the project scope (e.g. a hard deadline, a predetermined budget, a set milestone, contract provisions, privacy or security considerations, etc.)

3.3.4 Assumptions

Assumptions are factors that for planning purposes are considered to be true, real or certain. These assumptions will be validated during the planning process in the Delivery Stage.

3.3.5 Stakeholders

Identify the individuals or organizations (e.g. customer, sponsor, performing organization or the public) that are actively involved in the project, or whose interests may be positively or negatively affected by execution or completion of the project. (PMBOK®) This is a preliminary estimate.

4. Schedule Management

Describe how time will be managed throughout the Delivery Stage of this project. This should include processes that will be used to develop the schedule, roles and responsibilities, tools and techniques and reporting.

4.1 Milestones

Identify the significant milestones in the project (phases, stages, decision gates, approval of a deliverable, etc.). This can also represent a high-level project schedule.

Note: This table is only for example and contains no data.

DescriptionForecast DateGate/

4.2 Schedule Control

Specify the control mechanisms that will be used to measure the progress of the work completed at milestones. Specify the methods and tools used to compare actual schedule performance to planned performance and to implement corrective action when actual performance deviates from planned or required performance. A project schedule in the form of a Gantt chart should be created, preferably in a project tracking tool. Describe how and when schedules will be modified and how agreement and commitment to the revised schedules will be achieved. Information on Schedule Control can be found in the National Project Management System Time Management Knowledge Area .

5. Cost Management

Describe how cost will be managed throughout the Delivery Stage of this project. This should include processes that will be used to develop the budget, roles and responsibilities, tools and techniques and reporting.

5.1.1 Estimation

Describes how project estimates will be prepared, including:

  • The methods, tools, and techniques that will be used to estimate project size, effort, cost, schedule, and critical computer resource requirements
  • The timing of the estimates
  • Who will participate in the estimation process?
  • How the estimates will be documented, reviewed, and reported?

You can include the actual estimates in this section or they can be stored elsewhere. For each estimate made, document the estimation method used, the assumptions made, and the confidence level for the estimate. Describe the rationale behind contingency buffers incorporated into estimates. Specify the methods to be used periodically to re-estimate the cost, time, and resources needed to complete the project.

5.1.2 Budget Allocation

Provide a detailed breakdown of necessary resource budgets for each of the major work activities in the work breakdown structure. The activity budget should include the estimated cost for activity personnel and may include, as appropriate, costs for factors such as travel, meetings, computing resources, tools, special testing and simulation facilities, and administrative support. A separate line item should be provided for each type of resource in each activity budget. The work activity budget may be developed using a spreadsheet and presented in tabular form.

5.1.3 Budget Control

Specify the control mechanisms to be used to measure the cost of work completed, compare planned cost to budgeted cost, and implement corrective action when actual cost does not conform to budgeted cost. The budget control plan should specify the intervals at which cost reporting will be done and the methods and tools that will be used to manage the budget. The budget plan should include frequent milestones that can be assessed for achievement using objective indicators to assess the scope and quality of work products completed at those milestones. Information on budget control can be found in National Project Management System Cost Management Knowledge Area .

6. Quality Management

Quality Management includes Quality Planning, Quality Assurance, Quality Control and Continuous Improvement. Describe how quality will be managed throughout the delivery stage of this project to ensure quality of deliverables. This should include processes that will be used during Quality Planning, the definition of Quality Standards, governance, roles and responsibilities, tools and techniques, continuous improvement and reporting.

6.1 Quality Assurance

Quality Assurance activities monitor and verify the effectiveness of processes used to manage and create the deliverables. Describe how quality assurance will be managed including governance, roles and responsibilities, tools and techniques and reporting. Information on quality assurance can be found in the National Project Management System Quality Management Knowledge Area .

6.2 Quality Control

Specify the mechanisms to be used to measure and control the quality of the work products. Quality control mechanisms may include verification and validation, peer reviews, design reviews, product testing etc. Information on quality control can be found in National Project Management System Quality Management Knowledge Area .

7. Human Resource Management

Describe how human resources will be managed throughout the delivery stage of this project. This should include how resource requirements will be determined, how resources will be acquired, how they will be developed and managed, roles and responsibilities, tools and techniques and reporting. HR management also includes team building and rewards and recognition.

7.1 Human Resources Acquisition

Specify the number of human resources needed by skill area or project role, along with required skill levels, and the duration for which each resource is needed. Describe the anticipated resource profile (the mix of skills and effort levels needed at various times in the project), when people will be added to the project or depart from it, and how new team members will be oriented. Specify the sources of resources such as internal from your branch, internal from another branch within your organization, hiring of a new employee, or hiring of contractors. Document the following information in this section:

  • Available internal candidates, their skill sets, and dates of availability
  • Requirements for external candidates, including job classifications and descriptions
  • Selection of candidates and assignments to tasks
  • Availability and duration of assignment for all candidates

Information on Human Resources Management can be found in the National Project Management System Human Resources Management Knowledge Area .

7.2 Human Resources Development

Describe how human resources will be developed to ensure that they have the required skills and knowledge to complete project deliverables. Development usually includes project specific training but may include knowledge sharing, job shadowing and mentoring.

8. Communications Management

Describe how communications will be managed throughout the Delivery Stage of this project. This should include processes that will be used to plan communications, identify and manage stakeholders, determine communication requirements, roles and responsibilities, tools and techniques.

8.1 Stakeholder Analysis

Describe the process used to identify stakeholders, how they will impact and be impacted by the project. A stakeholder analysis will feed into a Stakeholder Management Plan.

Note: This table is only for example and contains no data.

Stakeholder NameHow they will impact the projectHow they will be impacted by the projectCommunication Requirements

8.2 Project Reporting and Communication

Identify the regular reports and communications expected of the project, such as weekly status reports, regular reviews, and as-needed communication. The exact types of communication vary between groups, but it is useful to identify the planned means at the start of the project. Specify the reporting mechanisms, report contents, and information flows used to communicate the status of requirements, schedule, budget, quality, risks, and other status indicators both within the project and to external stakeholders. A table such as the one below is a convenient way to describe the communication expectations.

Note: This table is only for example and contains no data.

Type of CommunicationCommunication ScheduleCommunication MechanismInitiatorRecipient
Status Reportevery Fridayteam meetingProject ManagerProject Team

Information on project communication can be found in National Project Management System Communication Management Knowledge Area .

8.3 Metrics Collection

Specify the methods, tools, and techniques used to collect and retain project metrics required to report on the project performance. The metrics to be collected, the collection frequency, and how the metrics will be validated, analyzed, reported, stored, and used should all be addressed.

9. Risk Management

Specify the plan for identifying, analyzing, and prioritizing project risks. It should describe the procedures for contingency planning and the methods used in tracking risks, evaluating changes in individual risk exposures, and responding to those changes. Include a plan for ongoing risk identification throughout the project’s life cycle. Document the risks in a separate risk register. A large project should create a separate risk management plan. Identify the risk management tasks to be performed, the risk OPI (Office of Primary Interest), and the target date for completion of each task. Estimate the percentage of project effort or the number of hours planned for risk management activities. Incorporate risk management tasks into the project schedule and budget.

Information on Risk Management can be found in National Project Management System Risk Management Knowledge Area .

Risk Log Template is available in MS-Excel format .

10. Procurement Management

Describe how procurement will be managed throughout the delivery stage of this project. This should include specific departmental procedures and processes that will be used to develop procurement plans, solicitations, purchase, control the contract and manage vendors.

Information on procurement management and related processes can be found in the National Project Management System Procurement Management Knowledge Area .

11. Information Management

Describe how the principles of Information Management will be applied to this project. Describe standards, processes and tools that will be utilized to ensure efficient management of information assets.

Information on procurement management and related processes can be found in the following documents:

  • National Project Management System Information Management Knowledge Area
  • Information Management Plan Template

12. References

The following documents are attached to this Project Plan for immediate reference.

Note: This table is only for example and contains no data.

AppendixDocument Name E-DRM #/VersionDate
Date modified:

Bright Hub Project Management

Bright Hub Project Management

  • Methodologies

    • Agile
    • Six Sigma
    • Methods & Ideologies
  • Planning
  • Management

    • Change Management
    • Resource Management
    • Risk Management
  • Monitoring
  • Templates/Forms
  • Software
  • Certification

Pin Me

2.2 Writing the HRM Plan

Learning Objective

  1. Describe the steps in the development of an HRM plan.

As addressed in Section 2.1 “Strategic Planning” , the writing of an HRM strategic plan should be based on the strategic plans of the organization and of the department. Once the strategic plan is written, the HR professional can begin work on the HR plan. This is different from the strategic plan in that it is more detailed and more focused on the short term. The six parts described here are addressed in more detail in Chapter 4 “Recruitment” , Chapter 5 “Selection” , Chapter 6 “Compensation and Benefits” , Chapter 7 “Retention and Motivation” , Chapter 8 “Training and Development” , Chapter 9 “Successful Employee Communication” , Chapter 10 “Managing Employee Performance” , and Chapter 11 “Employee Assessment” .

How Would You Handle This?

Compensation Is a Touchy Subject

As the HR manager, you have access to sensitive data, such as pay information. As you are looking at pay for each employee in the marketing department, you notice that two employees with the same job title and performing the same job are earning different amounts of money. As you dig deeper, you notice the employee who has been with the company for the least amount of time is actually getting paid more than the person with longer tenure. A brief look at the performance evaluations shows they are both star performers. You determine that two different managers hired the employees, and one manager is no longer with the organization. How would you handle this?

How Would You Handle This?

The author discusses the How Would You Handle This situation in this chapter at: .

Figure 2.3

As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed

As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed.

The six parts of the HRM plan include the following:

  1. Determine human resource needs. This part is heavily involved with the strategic plan. What growth or decline is expected in the organization? How will this impact your workforce? What is the economic situation? What are your forecasted sales for next year?
  2. Determine recruiting strategy. Once you have a plan in place, it’s necessary to write down a strategy addressing how you will recruit the right people at the right time.
  3. Select employees. The selection process consists of the interviewing and hiring process.
  4. Develop training. Based on the strategic plan, what training needs are arising? Is there new software that everyone must learn? Are there problems in handling conflict? Whatever the training topics are, the HR manager should address plans to offer training in the HRM plan.
  5. Determine compensation. In this aspect of the HRM plan, the manager must determine pay scales and other compensation such as health care, bonuses, and other perks.
  6. Appraise performance. Sets of standards need to be developed so you know how to rate the performance of your employees and continue with their development.

Each chapter of this text addresses one area of the HR plan, but the next sections provide some basic knowledge of planning for each area.

Determine Human Resource Needs

The first part of an HR plan will consist of determining how many people are needed. This step involves looking at company operations over the last year and asking a lot of questions:

  1. Were enough people hired?
  2. Did you have to scramble to hire people at the last minute?
  3. What are the skills your current employees possess?
  4. What skills do your employees need to gain to keep up with technology?
  5. Who is retiring soon? Do you have someone to replace them?
  6. What are the sales forecasts? How might this affect your hiring?

These are the questions to answer in this first step of the HR plan process. As you can imagine, this cannot be done alone. Involvement of other departments, managers, and executives should take place to obtain an accurate estimate of staffing needs for now and in the future. We discuss staffing in greater detail in Chapter 4 “Recruitment” .

Many HR managers will prepare an inventory of all current employees, which includes their educational level and abilities. This gives the HR manager the big picture on what current employees can do. It can serve as a tool to develop employees’ skills and abilities, if you know where they are currently in their development. For example, by taking an inventory, you may find out that Richard is going to retire next year, but no one in his department has been identified or trained to take over his role. Keeping the inventory helps you know where gaps might exist and allows you to plan for these gaps. This topic is addressed further in Chapter 4 “Recruitment” .

HR managers will also look closely at all job components and will analyze each job. By doing this analysis, they can get a better picture of what kinds of skills are needed to perform a job successfully. Once the HR manager has performed the needs assessment and knows exactly how many people, and in what positions and time frame they need to be hired, he or she can get to work on recruiting, which is also called a staffing plan . This is addressed further in Chapter 4 “Recruitment” .


Recruitment is an important job of the HR manager. More detail is provided in Chapter 4 “Recruitment” . Knowing how many people to hire, what skills they should possess, and hiring them when the time is right are major challenges in the area of recruiting. Hiring individuals who have not only the skills to do the job but also the attitude, personality, and fit can be the biggest challenge in recruiting. Depending on the type of job you are hiring for, you might place traditional advertisements on the web or use social networking sites as an avenue. Some companies offer bonuses to employees who refer friends. No matter where you decide to recruit, it is important to keep in mind that the recruiting process should be fair and equitable and diversity should be considered. We discuss diversity in greater detail in Chapter 3 “Diversity and Multiculturalism” .

Depending on availability and time, some companies may choose to outsource their recruiting processes. For some types of high-level positions, a head hunter will be used to recruit people nationally and internationally. A head hunter is a person who specializes in matching jobs with people, and they usually work only with high-level positions. Another option is to use an agency that specializes in hiring people for a variety of positions, including temporary and permanent positions. Some companies decide to hire temporary employees because they anticipate only a short-term need, and it can be less expensive to hire someone for only a specified period of time.

No matter how it is done, recruitment is the process of obtaining résumés of people interested in the job. In our next step, we review those résumés, interview, and select the best person for the job.


After you have reviewed résumés for a position, now is the time to work toward selecting the right person for the job. Although we discuss selection in great detail in Chapter 6 “Compensation and Benefits” , it is worth a discussion here as well. Numerous studies have been done, and while they have various results, the majority of studies say it costs an average of $45,000 to hire a new manager (Herman, 1993). While this may seem exaggerated, consider the following items that contribute to the cost:

  1. Time to review résumés
  2. Time to interview candidates
  3. Interview expenses for candidates
  4. Possible travel expenses for new hire or recruiter
  5. Possible relocation expenses for new hire
  6. Additional bookkeeping, payroll, 401(k), and so forth
  7. Additional record keeping for government agencies
  8. Increased unemployment insurance costs
  9. Costs related to lack of productivity while new employee gets up to speed

Because it is so expensive to hire, it is important to do it right. First, résumés are reviewed and people who closely match the right skills are selected for interviews. Many organizations perform phone interviews first so they can further narrow the field. The HR manager is generally responsible for setting up the interviews and determining the interview schedule for a particular candidate. Usually, the more senior the position is, the longer the interview process takes, even up to eight weeks (Crant, 2009). After the interviews are conducted, there may be reference checks, background checks, or testing that will need to be performed before an offer is made to the new employee. HR managers are generally responsible for this aspect. Once the applicant has met all criteria, the HR manager will offer the selected person the position. At this point, salary, benefits, and vacation time may be negotiated. Compensation is the next step in HR management.

Determine Compensation

What you decide to pay people is much more difficult than it seems. This issue is covered in greater detail in Chapter 6 “Compensation and Benefits” . Pay systems must be developed that motivate employees and embody fairness to everyone working at the organization. However, organizations cannot offer every benefit and perk because budgets always have constraints. Even governmental agencies need to be concerned with compensation as part of their HR plan. For example, in 2011, Illinois State University gave salary increases of 3 percent to all faculty, despite state budget cuts in other areas. They reasoned that the pay increase was needed because of the competitive nature of hiring and retaining faculty and staff. The university president said, “Our employees have had a very good year and hopefully this is a good shot in the arm that will keep our morale high” (Pawlowski, 2011).

Figure 2.4

Venice Beach Tightrope Walker

Determination of compensation systems is a balancing act. Compensation should be high enough to motivate current employees and attract new ones but not so high that it breaks the budget.

Nathan Rupert – Venice Beach Tightrope Walker – CC BY-NC-ND 2.0.

The process in determining the right pay for the right job can have many variables, in addition to keeping morale high. First, as we have already discussed, the organization life cycle can determine the pay strategy for the organization. The supply and demand of those skills in the market, economy, region, or area in which the business is located is a determining factor in compensation strategy. For example, a company operating in Seattle may pay higher for the same job than their division in Missoula, Montana, because the cost of living is higher in Seattle. The HR manager is always researching to ensure the pay is fair and at market value. In Chapter 6 “Compensation and Benefits” , we get into greater detail about the variety of pay systems, perks, and bonuses that can be offered. For many organizations, training is a perk. Employees can develop their skills while getting paid for it. Training is the next step in the HR planning process.

Develop Training

Once we have planned our staffing, recruited people, selected employees, and then compensated them, we want to make sure our new employees are successful. Training is covered in more detail in Chapter 8. One way we can ensure success is by training our employees in three main areas:

  1. Company culture. A company culture is the organization’s way of doing things. Every company does things a bit differently, and by understanding the corporate culture, the employee will be set up for success. Usually this type of training is performed at an orientation, when an employee is first hired. Topics might include how to request time off, dress codes, and processes.
  2. Skills needed for the job. If you work for a retail store, your employees need to know how to use the register. If you have sales staff, they need to have product knowledge to do the job. If your company uses particular software, training is needed in this area.
  3. Human relations skills. These are non-job-specific skills your employees need not only to do their jobs but also to make them all-around successful employees. Skills needed include communication skills and interviewing potential employees.

Perform a Performance Appraisal

The last thing an HR manager should plan is the performance appraisal. While we discuss performance appraisals in greater detail in Chapter 11 “Employee Assessment” , it is definitely worth a mention here, since it is part of the strategic plan. A performance appraisal is a method by which job performance is measured. The performance appraisal can be called many different things, such as the following:

  1. Employee appraisal
  2. Performance review
  3. 360 review
  4. Career development review

No matter what the name, these appraisals can be very beneficial in motivating and rewarding employees. The performance evaluation includes metrics on which the employee is measured. These metrics should be based on the job description, both of which the HR manager develops. Various types of rating systems can be used, and it’s usually up to the HR manager to develop these as well as employee evaluation forms. The HR manager also usually ensures that every manager in the organization is trained on how to fill out the evaluation forms, but more importantly, how to discuss job performance with the employee. Then the HR manager tracks the due dates of performance appraisals and sends out e-mails to those managers letting them know it is almost time to write an evaluation.

Human Resource Recall

Have you ever been given a performance evaluation? What was the process and the outcome?

Communication Is Key in Performance Evaluations

(click to see video)

Communication is imperative in any workplace, but especially when giving and receiving a performance evaluation.

Key Takeaways

  • Human resource planning is a process that is part of the strategic plan. It involves addressing specific needs within the organization, based on the company’s strategic direction.
  • The first step in HR planning is determining current and future human resource needs. In this step, current employees, available employees in the market, and future needs are all analyzed and developed.
  • In the second step of the process, once we know how many people we will need to hire, we can begin to determine the best methods for recruiting the people we need. Sometimes an organization will use head hunters to find the best person for the job.
  • After the recruiting process is finished, the HR manager will begin the selection process. This involves setting up interviews and selecting the right person for the job. This can be an expensive process, so we always want to hire the right person from the beginning.
  • HR managers also need to work through compensation plans, including salary, bonus, and other benefits, such as health care. This aspect is important, since most organizations want to use compensation to attract and retain the best employees.
  • The HR manager also develops training programs to ensure the people hired have the tools to be able to do their jobs successfully.


  1. Of the parts of HR planning, which do you think is most difficult, and why? Which would you enjoy the most, and why?
  2. Why is it important to plan your staffing before you start to hire people?
  3. What is the significance of training? Why do we need it in organizations?


Crant, J., “How Long Does an Interview Process Take?”, December 2, 2009, accessed October 28, 2010, .

Herman, S., Hiring Right: A Practical Guide (Thousand Oaks, CA: Sage, 1993), xv.

Pawlowski, S., “Illinois State University to Get Salary Bump,” WJBC Radio, July 11, 2011, accessed July 11, 2011, .

This is a derivative of Human Resource Management by a publisher who has requested that they and the original author not receive attribution, which was originally released and is used under CC BY-NC-SA. This work, unless otherwise expressly stated, is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License .

  • Home
  • Table of Contents

    • Publisher Information
  • Chapter 1: The Role of Human Resources

    • 1.1 What Is Human Resources?
    • 1.2 Skills Needed for HRM
    • 1.3 Today’s HRM Challenges
    • 1.4 Cases and Problems
  • Chapter 2: Developing and Implementing Strategic HRM Plans

    • 2.1 Strategic Planning
    • 2.2 Writing the HRM Plan
    • 2.3 Tips in HRM Planning
    • 2.4 Cases and Problems
  • Chapter 3: Diversity and Multiculturalism

    • 3.1 Diversity and Multiculturalism
    • 3.2 Diversity Plans
    • 3.3 Multiculturalism and the Law
    • 3.4 Cases and Problems
  • Chapter 4: Recruitment

    • 4.1 The Recruitment Process
    • 4.2 The Law and Recruitment
    • 4.3 Recruitment Strategies
    • 4.4 Cases and Problems
  • Chapter 5: Selection

    • 5.1 The Selection Process
    • 5.2 Criteria Development and Résumé Review
    • 5.3 Interviewing
    • 5.4 Testing and Selecting
    • 5.5 Making the Offer
    • 5.6 Cases and Problems
  • Chapter 6: Compensation and Benefits

    • 6.1 Goals of a Compensation Plan
    • 6.2 Developing a Compensation Package
    • 6.3 Types of Pay Systems
    • 6.4 Other Types of Compensation
    • 6.5 Cases and Problems
  • Chapter 7: Retention and Motivation

    • 7.1 The Costs of Turnover
    • 7.2 Retention Plans
    • 7.3 Implementing Retention Strategies
    • 7.4 Cases and Problems
  • Chapter 8: Training and Development

    • 8.1 Steps to Take in Training an Employee
    • 8.2 Types of Training
    • 8.3 Training Delivery Methods
    • 8.4 Designing a Training Program
    • 8.5 Cases and Problems
  • Chapter 9: Successful Employee Communication

    • 9.1 Communication Strategies
    • 9.2 Management Styles
    • 9.3 Cases and Problems
  • Chapter 10: Managing Employee Performance

    • 10.1 Handling Performance
    • 10.2 Employee Rights
    • 10.3 Cases and Problems
  • Chapter 11: Employee Assessment

    • 11.1 Performance Evaluation Systems
    • 11.2 Appraisal Methods
    • 11.3 Completing and Conducting the Appraisal
    • 11.4 Cases and Problems
  • Chapter 12: Working with Labor Unions

    • 12.1 The Nature of Unions
    • 12.2 Collective Bargaining
    • 12.3 Administration of the Collective Bargaining Agreement
    • 12.4 Cases and Problems
  • Chapter 13: Safety and Health at Work

    • 13.1 Workplace Safety and Health Laws
    • 13.2 Health Hazards at Work
    • 13.3 Cases and Problems
  • Chapter 14: International HRM

    • 14.1 Offshoring, Outsourcing
    • 14.2 Staffing Internationally
    • 14.3 International HRM Considerations
    • 14.4 Cases and Problems
    • Please share your supplementary material!

University of Minnesota Libraries Publishing Logo

Creative Commons License
2.2 Writing the HRM Plan by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

For uses beyond those covered by law or the Creative Commons license, permission to reuse should be sought directly from the copyright owner.