Global Journal of Human Social Science, E: Economics, Volume 22 Issue 7

Strategic Direction as an Input to Human Resources Planning Ulises Betancourt Morffis α , Yadrián Arnaldo García Pulido σ , Wendy Lorenzo Suárez ρ & Yoel Almeda Barrios Ѡ Summary- Human resources planning, as a key activity and essentially integrating Huma n Resources Manageme nt, is the process by which a company ensures a sufficient number of personnel and fulfills the objective of optimizing its human structure. It makes it possible to foresee future needs based on criteria of social commitment and overall profitability and to determine the ideal number of employees needed at any given time, with the right qualifications or skills and in the right positions in the present and foreseeable future. For years, strategy experts have emphasized the importance of clearly defining a company's strategic framework because it allows it to create its identity, purpose and direction. At the same time, this framework serves as an instrument to appropriate a greater portion of the value created from, for example, the implementation of more and better business innovation practices. It is for this reason that the objective of this research is to analyze how the strategic direction constitutes the main input element for Human Resources planning, from the point of view of different authors and consulting institutions. Keywords: human resources, planning, strategic management. Resumen- La planificación de recursos humanos como actividad clave y esencialmente integradora de la Gestión de los Recursos Humanos, es el proceso mediante el cual una empresa se asegura del número suficiente de personal y cumple con el objetivo de optimizar su estructura humana. Esta permite prever las futuras necesidades desde criterios de compromiso social y rentabilidad global y determinar el número ideal de empleados necesarios en cada momento, con la calificación o competencia oportuna y en los puestos adecuados en el presente y futuro previsible. Durante años, expertos en estrategia han resaltado la importancia de definir claramente el marco estratégico de una empresa debido a que éste le permite crear su identidad, propósito y dirección. A la vez dicho marco sirve como instrumento para apropiarse de una mayor porción de valor creado a partir de, por ejemplo, la implementación de más y mejores prácticas de innovación empresarial. Es por esta razón que el objetivo de la presente investigación es fundamentar cómo la dirección estratégica constituye el elemento de entrada principal para la planificación de los Recursos Humanos, desde lo planteado por diferentes autores e instituciones consultoras. Palabras claves: recursos humanos, planificación, dirección estratégica. I. I ntroduction n recent times the advance of technology constitutes a fundamental part in the development of any organization, as well as its financial and material resources, but it is important not to leave aside Human Resources (HR). The latter plays an essential role in the proper functioning, quality and efficiency of any organization. This is where the term HR comes from to describe the people who work in organizations. Therefore, in view of the new challenges facing companies, they must focus essentially on understanding human behavior in their work environment, as well as on their training and development. Modern organizations, both public and private, operate in an environment where change is constant and permanent. The need for survival of any organization makes instruments such as HR strategic planning a proactive way for them to be able to face organizational actions, which allows them, in one way or another, to foresee the future and get ahead with their strategies. (Mendoza et al., 2016) According to Vazquez and Zenea (2017), constant transformations indicate to organizations that it is strategic, for their growing and sustained development, to have highly competent staff. It is essential to pay attention to human capital management (HCM), with the permanent search for new methods and tools that, supported by the competencies of workers and the new trends that govern the current labor world, facilitate an increase in the efficiency and quality of processes. To add value to the company through HR planning, the company has the obligation to take care of clearly articulating the common issues that hinder the achievement of the objectives of other plans and strategies, which have not been identified (Amrutha and Geetha, 2020). It is necessary for this, to identify structural problems that need to be solved by the organization through motivation, commitment and modification of its employees. The need for planning in organizations is so obvious and so great that it is difficult to find someone who does not agree with it. But it is even more difficult to apply the planning processes in the human resources of the organizations, if the necessary techniques to do so I © 2022 Global Journals Volume XXII Issue VII Version I 69 ( ) Global Journal of Human Social Science - Year 2022 E Author α σ Ѡ : Universidad de Matanzas, Matanzas, Cuba. e-mails: ulises95.bm@gmail.com, yadrián.garc ía@umcc.cu, yoel.barrios@umcc.cu Author ρ : Parque Científico Tecnológico de Matanzas, Matanzas, Cuba. e-mail: facilitador.pctmtz@umcc.cu