14. Strategy Formulation without
Implementation: Unfulfilled Promises
Three purposes of Strategy
1.Future direction for business - vision,
mission
2.Allocate resources
3.Commitment
16. Strategic HR and Fulfilment of Strategic
Promises: Defining Capabilities
“Organizational Capability” -
processes and capabilities to make
strategy happen
Capabilities - important link between
formulation and implementation
17. Corporate HR Strategy: Six Foci
1. Performance-driven culture
2. Marketplace competitiveness
3. Valuing differences
4. Continual learning and development
5. World-class leadership
6. Environment
18. Strategic Planning Process
• Three basic questions
1.Business issues: Major issues faced
2.Organizational Capabilities:
Organisational capabilities required to
meet business goals
3.HR practices: Leverage HR practices
to create, reinforce and sustain
needed capabilities
20. HR Strategy
Value created by HR function
Work done by HR professionals add value
Shapes HR function:
Define deliverables and outcomes
Justifying resources
Setting priorities
22. HR Vision Statement
Ensure improved business performance
and competitive advantage
Enabe managers to build, develop and
manage employees
Products and services add value and
build organisational capability
30. Administrative Efficiency
100% fulfillment of commitments
Effective and timely delivery of HR services
No ‘non-value added services or duplication
Continuous improvement of processes
Compliance with policy, laws and
regulations
41. Step 1: Define Organizational
Architecture
Six factors
4.Governance
5.Work process/Capacity for change
6.Leadership
42. Step 2: Assessment Process
Probing strengths and weaknesses of
HR organisation
43. Assessment: Does HR
Organization have?
Factors
Right Shared Mindset
Required competencies (knowledge, skills,
abilities)
Right Performance Management System
(measures, rewards, incentives)
44. Assessment: Does HR
Organization have?
Factors
Right organisational structure, communication
and policies
Ability to improve, learn and change
Right Leadership
45. Step 3: Provide Leadership in Improvement
Practices
Shared Mindset
Clear vision and mission
Common identity
46. Step 3: Provide Leadership in Improvement
Practices
Competence
Four:
1.Knowledge of business
2.Delivery of HR
3.Management of Change
4.Personal credibility
49. Building Competencies
Upgrading skills and knowledge of current HR
professionals
Training and Development
Formal training
Job assignments
Career mobility
Task Force assignments
53. Performance Management System
(PMS)
Three goals
Set standards for expectations from HR professionals
1. Behavioural - what HR professional should do
2. Outcomes - what HR professionals accomplish
3. Understandable, Controllable, Significant, Shared
Commitment
56. Governance
Organization structure for delivering HR
Communication - HR agendas, goals, activities,
results
Fair and equitable administration of policies
Model for how to treat staff
Restructuring work, communication, marketing of
ideas
57. Work Process/Capacity for
Change
Speed, agility and responsiveness
Taking risks
Understanding processes for making
change quickly
Trailblazers imbedded in policies and
procedures
58. HR Leadership
Report to CEO
Create and transform organisational
culture
Top-quality
Many hats
“Leader-Managers”
59. Step 4: Set Priorities
Focus attention on few critical issues
Criteria:
Impact
Implementability
61. Purpose
Strategic Intent HR Strategy HR
Organization
Translating
business
strategies into
organisational
capabilities and
into HR practices
Building strategy,
organisation and action
plan making HR
function/department
more effective
Crafting,
designing
and
improving
HR function to
deliver HR
services
64. Roles
Strategic
Intent
HR Strategy HR
Organization
• Line Manager
as owner
• HR
professionals
as facilitator
• Line Manager
as investor
• HR
professionals
as creator
• Line Manager
as investor
• HR
professionals as
leader