Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra-preneurship, knowledge sharing, contribution, involvement, engagement, ... ? Is it leading to sustainable performance and sustainable further development of our organization and our business ?
Is our Human Resources Management STRATEGIC ? :
- Fully integrated with business and organizational strategy, focusing on the key strategic priorities
- Coherent across policy areas and hierarchies
- Top management responsibility, devolved down the line (not isolated in HR department)
- Taking an ethical stand towards all stakeholders of the organization
In order for HRM to be a lever for effective behavior we need to create alignment and fit between the different HR practices and policies, as well as with the business strategy and business processes within the organization.
Key Questions for Your Organization ?
- How do we link our HR policies and practices with the strategic challenges of our organization ?
- How do we position our HR department in order to empower line management on people management issues ?
- How do we create coherence and alignment between the different HR domains ?
- How can HR contribute to the strategic process in our organization ?
Specif questions (a few examples)
- How do we create more diverse work teams and how will that improve our performance ?
- What is the impact of implementing time registration badges on people's behavior ?
- Is our performance management process doing what it's supposed to do (improve contribution and performance) ?
- How can our Corporate Academy support learning and innovation in the organization ?
- Why do we have so many 'absentees' in our training programs ?
- Is it a good idea to limit the access to social media and internet during working hours ?
- Is our internal mobility policy good enough to create the flexibility, experience sharing, we need in our organization ?
- Do we as HR need to control the people management work of managers ?
Our Take on it ?
Strategic HR stimulates the individual and collective behaviors you need to be successful in a fast changing business environment. A very good example of the contrary is the performance management practices in the financial sector that lead to behaviors (individually and collectively) that are largely responsible for the world financial and economical crises from 2008 onward. And HR has leverage on the business in several ways :
- the people policies that are defined
- the actual practices (what HR departments do or what management does within the field of HR)
- the structure, organization and positioning of HR
- The role of HR professionals and what the HR-role of line management is
Each time you could ask yourselves : Is the way we do this hindering or facilitating initiative, learning, flexibility, innovation, ... ?
The strategic contribution of HR goes both ways : it translates the business strategy into HR policies, practices, roles and hr-organization, but it also shapes the business strategy.
HR shapes the business strategy in two distinct ways. Firstly, HR designs and facilitates the strategic process in the organizaton. As such they can be the guardian of inclusion, stakeholder involvement, thorough analysis and sound decision making. Secondly HR can contribute to the business strategy as an expert consultant in change management, organization development, labour market evolution, etc..
But also within the classic role of translating the business vision and strategy, HR could go beyond the policies and practices and look also at how they can strategically support the organization through developing an 'empowering' (iso controlling) relationship with line management, away from the 'rule setting' role HR developed over the last 20 years.
Move! helps organizations to build a coherent and strategic HR policy where the HR practices are levers for learning and performance in line with the strategic priorities of your organization.
We also help you develop very specifc HRD processes such as : learning & development, performance management, competency & talent management, on-boarding of new employees, employee engagement, diversity, safety, stress, absenteeism, etc...
We coach and develop HR managers and officers into their new roles such as : internal consultant, change agent, management coach, organization development expert & strategic process facilitator.
What can we do ?
Ulrich and others created this pretty simple competency and role model for Strategic HR. (Ross School of Business, University Michigan). read more
Food for Thought
Dave Ulrich, Wayne Brockbank, Dani Johnson & Jon Younger., (2009). Human Resource Competencies. Rising to Meet the Business Challenge. RBL Whitepaper Series.
Coro Strandberg., (2009). The Role of Human Resources Management in Corporate Social Responsibility. Report for Industry Canada.
Vosburgh, R.M., (2007). The Evolution of HR: Developing HR as an Internal Consulting Organization. Human Resource Planning, 30 (3), 11.
Dave Ulrich & Wayne Brockbank., (2008). The Twenty-first-Century HR Organization. Human Resource Management,Winter 2008, Vol. 47, No. 4, Pp. 829–850
Amy Kates., (2006). (Re)Designing the HR Organization. Human Resources Planning, 29.2
Dave Ulrich. et al., (2012). HR from the Outside In. McGraw-Hill (first chapter : Next Generation HR)