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

influence the internal environment of the work organization and employees. The competency-based HR planning process is considered as the effective way to evaluate the objectives of the section. Through it, an analysis is made of the current situation where the internal and external aspects of the organization are studied, the gap between what exists and what is envisioned is analyzed to then develop strategic, alternative and functional plans, thus proceeding to the implementation of the plan to culminate in the evaluation. This evaluation is recommended as circumstances change. The diagnosis of the environment helps to obtain a better understanding of the context in which HR decisions are and will be made. In this sense, there are several issues to consider, aspects such as the degree of aging of the working population, migratory flows, participation of minority groups in the composition of the labor force, level of unemployment, incorporation of women into the workforce, level of training, among others, are aspects of mandatory consideration for HR planning. Granjo (2008) stated that it is important for the organization to identify its relevant labor market, in its broadest sense, without referring to any specific job position, which will be marked by the geographical scope, the nature of the business and the competitive situation of the firm. For Benito (2003), creating a strategic HR plan is a very serious decision that requires some time of prior reflection on its opportunity and possibilities of success. To carry out a project of this nature entails a double commitment, on the one hand, with the company's management and, on the other hand, a very close and direct commitment with the HR function itself and with the team of professionals who develop it. However, it is a task that must be developed, since the benefits are greater than the proposed challenges. With this, structural models can be achieved that prove a good work performance. In order to fulfill the strategic plan, it is necessary to take into account the following aspects: − Imagine all possible paths from the current situation to the ideal situation. − Study from all possible points of view (technical, human, economic, etc.), all the proposed solutions. − Eliminate those that do not seem feasible and select those that do seem to lead to the objectives. − Choose the most appropriate option for the strategic HR plan. The plan should include the way in which the competencies that are not currently available and that are necessary will be acquired. In addition to the ways in which the competencies that the company already has are going to be developed. All this must be present in the strategic objectives and in correlation with the company's vision. IV. C onclusions The conclusions of the study are that companies should follow the following principles in their HR planning: 1. Relate the strategic direction of the company to each key activity of HR Management. 2. To achieve a greater contribution of each key activity of HR management to the strategic management of the company, in order to have innovative, competitive workers with a sense of belonging. 3. To implement each of the human talent processes as part of a strategic objective. B ibliographical R eferences 1. Amrutha, V., y Geetha, S. (2020). A systematic review on green human resource management: Implications for social sustainability. Journal of Cleaner Production , 247 , 119131. 2. Bailey, J. A. (1996). Measuring your mission. Management Accounting , 44(3) , 44–47. 3. Bastidas Rodelo, K. D. (2020). Modelo de gestión del recurso humano para el aumento de la productividad en la empresa “Festejos Santaella” [Trabajo de grado presentado como requisito para optar al título de: Especialista en Alta Gerencia, Universidad Militar Nueva Granada]. Colombia. 4. Benito, C. (2003). Diseño y aplicación de un plan estratégico de recursos humanos. La experiencia práctica de DHL Internacional España. Capital Humano , 162 (16) , 42-48. 5. Collins, J. C., y Porras, J. I. (1996). Building Your Company ” s Vision. Harvard Business Review , 74(5) , 65–77. 6. Contreras-Pacheco, O., Pirazan Parra, A., y Villareal, M. (2021). ¿ Son la Misión y Visión Verdaderos Promotores de Ventaja Competitiva e Innovación? Proceedings INNODOCT/20. International Conference on Innovation, Documentation and Education, 7. Cuesta Santos, A. (2021). Tecnología de Gestión de Recursos Humanos (CITMATEL, Ed.). 8. Chiavenato, I. (2007). Administracón de Recursos Humanos. El Capital Humano de las Organizaciones (8 ed.). 9. Chiavenato, I. (2011). Administración de recursos humanos. El capital humano de las organizaciones . Mc Graw Hill. 10. González, A., y Cabrera, Y. (2010). Diseño de un procedimiento para aplicar la Gestión por Competencias en los cargos técnicos [Tesis en opción al título de Ingeniero Industrial, Universidad de Matanzas]. Volume XXII Issue VII Version I 74 ( ) Global Journal of Human Social Science - Year 2022 © 2022 Global Journals E Strategic Direction as an Input to Human Resources Planning