Aligning human resources and business strategy part 2
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Aligning human resources and business strategy part 2
Part 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 vering results within an increasingly strategic agenda is part of the answer. Having the skills, knowledge and courage to act strategically is another. Dave Ulrich (1995) describes an effective senior manager who took the risk of introducing cooperative work practices at the factory he managed, in t Aligning human resources and business strategy part 2 he face of opposition from head office. 'The gamble paid off and performance was enhanced. When asked why he was willing to take such a risk, the manaAligning human resources and business strategy part 2
ger replied 'I’ve worked in other places before, and I may have to again’. This manager was willing to take a calculated risk, and take action, even tPart 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 ring about change which is in line with what the business needs, even if there may be some short-term costs to the function.Developing a strategic HR agenda'rhe impact of environmental changes on employees and organizations cannot be over-estimated. If organizations are to achieve their business str Aligning human resources and business strategy part 2 ategies, they will need skilled and motivated employees who are committed to achieving these goals. HR is at the heart of building a competitive cultuAligning human resources and business strategy part 2
re. HR professionals need to know which of the major environmental shifts - through technology, globalization, etc. - arc likely to have the biggest30Part 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 current skill levels against future requirements. Technology will drive changes in working practices, including empowerment of skilled workers and the need for new skills in utilizing information in decision making. Spans of control arc likely to remain large and employees will need help in becomin Aligning human resources and business strategy part 2 g self-managing.Cost pressures due to increased competition, largely as a result of globalization, are driving the need for greater speed, innovationAligning human resources and business strategy part 2
and quality. If employees are to be expected to ‘go the extra mile’, their commitment must be reciprocated. The organization must find ways of helpingPart 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 any organizations; ways will need to be found to help managers function effectively on a global scale but also act effectively at the local level. HR too must find ways to mirror local conditions in policies and practices while at the same time raising the overall standard of skills amongst local em Aligning human resources and business strategy part 2 ployees. Obtaining organizational synergy through effective HR processes which improve organizational functioning will be major contributions.A strateAligning human resources and business strategy part 2
gic agenda for HR is likely to be long term and set the criteria for HR practices which are more short-term and may need adjusting as conditions changPart 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 and (2) capable of leap-frogging the competition through continual and radical innovation’ (Brockbank, 1997).What do HR professionals see as priorities for the future?In the Roffcy Park Personnel Today 1999 survey of personnel professionals, the following priorities were considered to be ‘top of th Aligning human resources and business strategy part 2 e list’ by respondents from all sectors:•Training and development•Communication•Performance management•Aligning HR and business strategies•Reward andAligning human resources and business strategy part 2
recognition.HR strategists in action 309•Ethics•Welfare issues.Interestingly, some of the areas known to have an impact on employee satisfaction such Part 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 portant yet arguably such is the importance of leaders to culture change that focusing attention on developing the management cadre may well achieve several strategic objectives simultaneously.Repositioning HR - from transactional to value addedIf HR strategy7 is going to be taken seriously within a Aligning human resources and business strategy part 2 n organization, HR has to ‘earn a place at the table’ (Brockbank, 1997). Rightly or wrongly, HR suffers from a bad press. An article about HR in FortuAligning human resources and business strategy part 2
ne magazine asked ‘why not blow the sucker up?’ For Neil Hayward, formerly HR Director for Booker PLC, ‘it is not enough to redesign, restructure or rPart 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 rk is performed and how processes can be improved. Then processes which have the greatest potential for improvement and cost savings need to be identified. Internal customers’ needs must be clearly defined and the people rearrangements for improving business fundamentals determined. The basics invol Aligning human resources and business strategy part 2 ve asking:•Whyisan activity done?•Whyisitdonewhen it is done?•Whyisitdonewhere it is done?•Whyisitdonethe way it is done?•Who does it and why?HR progrAligning human resources and business strategy part 2
amme delivery can then be revamped accordingly. In Neil’s experience, simply reengineering HR in order to redesign HR processes in a dramatic rather tPart 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 siness strategy7 better than competitors. Benchmarking, though useful310 Aligning Human Resources and Business Strategyganization may not work elsewhere. Second, following what others are doing is not a way to build capabilities which are unique and difficult to imitate. What is needed is a detailed Aligning human resources and business strategy part 2 understanding of competitive dynamics and being able to translate these into the people and culture implications.HR professionals need to be aware ofAligning human resources and business strategy part 2
how the nature of their business is changing and make an honest assessment of the business challenges. They need to involve the line in understandingPart 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that deliv Aligning human resources and business strategy part 2 line with an HR professional’s ideal scenario. It’s about building credibility by understanding what’s happening at top level, then working with the business to translate strategy into action. HR professionals need to be able to say:•What’s the business problem?•Where can we add value? Aligning human resources and business strategy part 2 Part 3HR as a strategic function12 HR strategists in actionHow can HR be more strategic? While there is no simple answer to this, I suggest that delivGọi ngay
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