Strategic Human Resource Planning - Theory & Methods: Scenario-Based Planning Approaches

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Authors
  1. Donohue, J.J.
Corporate Authors
Operational Research Div, Ottawa ONT (CAN) Director Strategic Human Resources;Social Science Operational Research Team, Ottawa Ont (CAN)
Abstract
When selecting a strategic human resource planning approach, it would be useful to have means of determining the approach that best suits the situation. Donohue (2004) presents an assessment framework that may be useful for this purpose. In the current paper, the range of activities that can be collectively labeled “scenario-based planning approaches” are reviewed in the context of the framework presented by Donohue (2004). First, in order to provide context to the reader, a brief review of the origins of scenario-based planning is presented. Next, the two dominant approaches to scenario-based planning (the Global Business Networks approach and the RAND approach) are presented. Similarities and differences between these approaches are highlighted. An example of the results of a scenario-based planning exercise are presented in brief, to provide readers with an idea of what the outcome can look like. Finally, the assessment framework from Donohue (2004) is used to provide the reader with a broad understanding of the logistics involved in undertaking a scenario-based planning approach. Factors considered include: the planning situation wherein these approaches may be most beneficial; the types of outcomes that can be expected from these planning approaches; the amount of time required; and the resources required. Conclusions are presented that provide the reader with a sense of the utility of scenario-based planning approaches in strategic human resource planning situations

Il y a un résumé en français ici.

Report Number
DSHR-RN-13-04 — Research Note
Date of publication
01 Sep 2004
Number of Pages
34
DSTKIM No
CA025166
CANDIS No
522718
Format(s):
Document Image stored on Optical Disk

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