Introduction

As a key plank of an HR strategy, creating a superior management resource is worthy of expansion in its own right. Some writers have sought to move around this impasse by putting forward strategic HR planning systems as an issue-led process. However, we currently lack the frameworks, tools and case histories (with lessons) to encourage both line and human resource managers to experiment with strategic HR succession planning and development in practice.

This section represents an important step towards defining a process for both strategic HR succession planning and development. This process also includes developing organizational scenarios, which are equally helpful for developing an overall, HR strategy (see Chapter 2). Development is included as an integral part of the planning process. HR development is felt to be a key ingredient in bridging strategic HR planning with its implementation.

The strategic HR planning and development (HRPD) process is a very useful one for the strategic HR consultant to experiment with, and to tailor and develop.

The Nycomed Amersham case illustrated in this chapter shows how strategic HRPD can be applied in practice, demonstrating the benefits and feasibility of the process.

Strategic HR Planning and Development

The close relationship between strategic human resources and competitive strategy is in turn closely related to the business environment, and also to organizational position and development. Figure 9.1 shows how competitive strategy (which may be deliberate or emergent) influences (and is influenced by) the current organizational position and its stage of development. Figure 9.1 also...