Strategic Human Resource Management

Strategic HR-Version

Steps Before Strategy:

Item 1 -- Specifics to Step 1 -- Step 1 of the strategic implementation process for HR involves removing programs and practices that fail to add sufficient value to the organizations fiscal bottom line. Instead of creating and recreating programs and services that may be been the focal point of Human Resource strategy in the past, do some research and find the programs that actual have relevancy and meaning for the organization, and that can be implemented in a way that has a positive fiscal impact. Specifically, use research like the Watson Wyatt Human Capital Index to establish which human-capital practices have the greatest impact on stakeholder value. Use that data to develop strategies and tactics that will impact overall organizational goals. Instead of hiring people who need training, consider hiring people with more experience who may come in mid- to high salary range, but save the company money in the long run. Using the data, reduce or eliminate programs or services that may seem impactful, but that in the long-run are not. Analyze programs for impact and efficiency and remember, HR is part of the organization and each part must contribute positively to the whole.

Item 2 -- Personal Examples -- There have been numerous examples in which programs that are required by law (sexual harassment, etc.) are given with film, speakers, and interactions -- an entire day event. While it may be intellectually stimulating, it keeps a great many people off on non-productive tasks. Instead, truncate the presentations to more of a Q&A session, perhaps during a luncheon time, which allows employees to read or view the material on their own, then come with questions. Impact is the same; time savings for the company is greater.

Item 3 -- Activities HR professionals should avoid to focus on strategic process -- In many ways, a complete paradigm shift is necessary for HR professionals. This means a continual redefining of just what strategic means, how the HR department can contribute to the fiscal goals of the company, and moving from a developmental department to an action department that uses the focus on human capital programs to work with the overall company plan -- one team, one goal approach. It is important for HR management to continually clarify and re-evaluate their position, their time, and their unique objectives so that they understand their new strategic role.

Part 2 -- Human Resource Management: Developing a Strategy:

Item 1 -- 2 critical thoughts -- Kearns' approach to Organization vision surrounds a model that has two thoughts -- process design and organizational structure as a template for a holistic approach to the organization. This is essentially the ay that systems and culture interact to form a mission for the organization -- really what is it we are going to do and how are we going to do it? What is interesting about this approach is that it is cyclic; it lowers from the mission statement (what should the organization do) to the roles and responsibilities of each person (what do we do tactically to make the strategic happen)? It also shows that an organization cannot exist competitively that is too process oriented or too organizationally oriented -- instead, there must be a healthy blending of the two.

In personal experience, many times the organizations have been way to focused on one side or the other -- usually on process design -- how do we make the widgets better, faster, and cheaper; very tactically oriented, without looking at the customer, creating long-term value, or how the organization should look in 3-5 years and beyond.