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

are not available. Therefore, the main objective pursued in this research is to substantiate how strategic management constitutes the main input element for HR planning. II. M ethodology The research method employed was documentary analysis of authors and consulting institutions, reflected in recent scientific literatures. III. R esults and D iscussion In the last two decades there has been a growing interest of HR professionals in getting involved in the strategic planning of organizations as a way of reinforcing their importance in these organizations. According to Martell Sanchez (2021) strategic planning is not only a key tool for the manager, it also implies an interactive process from top to bottom and vice versa in the organization. General management is in charge of setting overall goals for the company and establishing priorities. The lower units determine plans and budgets for the following period, which are consolidated and corrected by the higher units, which send them back downwards, where they are further refined. As a result, the establishment of a formal strategic planning system brings strategic concern down to all levels of the organization. The company selects, among several alternative paths, the one it considers most suitable for achieving the proposed objectives. Generally, it is a long-term global planning. Strategic HR management can be conceived as a large umbrella that integrates HR practices, policies and philosophy, with the objective of preparing the organization to achieve its strategic goals. Ideally, these practices and policies should form a system capable of attracting, developing, motivating and training the necessary number of employees to ensure the effective functioning of an organization. González (2011) states that this can be broadly defined as the process of analyzing HR needs, as the internal and external environments of the organization change, and the application of the consequent proactive strategy to ensure the availability of HR demanded by the organization. Chiavenato (2011), states that the HR processes are: integrate, organize, retain, develop and evaluate human talent. Due to their interaction, any change in one of them influences the others, feeding back new motivations, thus producing changes and expansion in the whole system. Ramírez Molina et al. (2018) propose, based on this theory, that there are five (5) processes in HR Management. These can be seen in Figure 1. Source: Own elaboration Figure 1: Human talent processes (PTH). In order to provide a solution to the research objective, previous research on the subject was analyzed, which serves as a basis for the HR management model. Table 1 shows the key elements of the different models analyzed. Table 1: Key elements of the research consulted. Models Key elements González and Cabrera (2010) Strategies, contingencies and job design. Urrutia (2013) Key activities articulated to strategy, culture, policies and objectives. Perez and Rondon (2017) Organizational effectiveness. Job design, internal and external analysis. Prado Gomez (2019) Strategy and business philosophy. Situational factors. Task technologies. Internal and external analysis. Matos et al. (2021) Strategy, culture, policies and objectives. Source: Own elaboration. Volume XXII Issue VII Version I 70 ( ) Global Journal of Human Social Science - Year 2022 © 2022 Global Journals E Strategic Direction as an Input to Human Resources Planning