MHC's talent development strategy and organizational structure alignment

MHC Case Study

MHC's strategy to an extent is designed to foster excellence within the company, by removing some of the current obstacles that hold talent back in the organization. The external environment is highly competitive, with a number of firms competing not just for business but for talent as well. Most elements of this strategy match the environment, since top talent is required to excel and this system by and large fosters the development of talent.

MHC currently uses a decentralized structure, wherein different parts of the company operate independently. They have in recent years increased the degree of centralization. This structure does not fit well with the new strategy, because talent is held within individual companies within the corporation. In order to maximize the effectiveness of the strategy, the firm will need to increase centralization, particularly with respect to the hiring and management development processes.

Current management KSAs are not aligned with the competitive strategy in that they do not incorporate the concept of long-term career development. Ideally, managerial positions would build gradually to the highest levels, with each level contributing certain necessary knowledge, skills and attributes to the talent. Currently, the KSAs are not designed with respect to long-term career development but merely to the specific position in question.

4. MHC needs to focus on the second belief and maximize the development of employees. Thus, MHC needs to begin its KSA development with the set of attributes desired at the highest level. KSA descriptions for one level should drive the development of those attributes in managers one level below. MHC will need therefore to place special emphasis on communicating the KSAs for each level so that managers seeking promotion are aware of the KSAs they are supposed to have and can work on them.

5. The core of the competitive strategy is strong, but I would make two recommendations to the planning team. One is to use the feedback from managers to understand the types of resistance that may occur and to make plans to remove such roadblocks. I would also recommend de-emphasis of the third belief, which runs contrary to the development of the best talent. True justice and equality has no eyes and does not punish some for the misdeeds of others.