Strategic HR?

Student’s Name
Professor’s Name
Course
DateStrategic Human Resource Planning: Case Study.
By challenging Brian, Charmagne did consider the strategic nature of human resource planning. Her decision to challenge the ‘good news’ was predicated upon the realization that to fulfill the obligation that Brian had gotten them into, the company would have to move away from their corporate strategic plan and the violation thereof would affect other aspects of the institution. The strategic plan provided for the graduate training of employees would take a considerable amount of time, yet this obligation meant that either the employees would have to be trained in a short while which was not possible, or the rehiring of new employees, which would have severe cost implications.
Participation in the strategic planning of an organization enables one to be familiar with not only the entire strategic plan but also the implications and risks of violating any one aspect of the plan (Bryson 281). Charmagne challenged Brian from a position of knowledge because she understood the entire planning process and had a grasp of the implications of not following the operation. Had she not been a part of the planning process, she would not have the foundation or rationale for challenging Brian.
According to Bryson (77), the process of strategic planning occurs in four steps, each predicated upon the former. These phases are the determination of the strategic position, development of a strategic plan, execution and management of the plan and finally, the review and revision of the plan.

Brian while making his decision violated the execution and management phase which stipulated that personnel would be trained gradually to meet the needs of the organization.
It is evident that strategic planning runs to the core of any organization’s success. In light of this, it is important that all the steps and activities agreed upon in the plan are followed to the latter. Violation of the strategic plan should only happen when there is a clear understanding of the implications thereof.
Works CitedBryson, John M. “Strategic Planning for Public and Nonprofit Organizations.” International Encyclopedia of the Social & Behavioral Sciences, 2015, pp. 515-521.