hr strategy myth or reality mike haffenden january 2010
DESCRIPTION
So what is “Strategy”? “Strategy” has many definitions. Mintzberg’s ideas are better than most: A plan, some consistently intended course of action A pattern which emerges over time A position which provides for competitive advantage A perspective or abstraction which exists in the minds of people Strategy is 2 stages – Planning & Doing Some obvious questions: How is HR strategy linked to business strategy? Shouldn’t you just have a people strategy? Are HR people confused between “strategy” and work which is not “strategic”, but complex and technical?TRANSCRIPT
HR StrategyMyth or Reality
Mike HaffendenJanuary 2010
My Background
• Worked for 6 companies and consulted for many
• Strategic Dimensions
• CRF
• PARC
• Devonshire House
So what is “Strategy”?
“Strategy” has many definitions. Mintzberg’s ideas are better than most:
•A plan, some consistently intended course of action•A pattern which emerges over time•A position which provides for competitive advantage•A perspective or abstraction which exists in the minds of people
Strategy is 2 stages – Planning & Doing
Some obvious questions:
•How is HR strategy linked to business strategy?•Shouldn’t you just have a people strategy?•Are HR people confused between “strategy” and work which is not “strategic”, but complex and technical?
How do companies form Strategy? Top down or bottom up?
HR’s Role
-Not involved
-Provides papers
-Facilitates discussion
-Provides people input
-Full contributor
Go do!
How should we?
We should!
- Provide input/intelligence
- Deduce it
- Communicate it
- Energise it
- Prepare for it
- Implement it
HR’s Actions
So what stance does an HR Director take?
Roles of HR
Talent
Performance
Create the environment
Operations
Much to be done
BusinessStrategy
Good Performance but needs to raise game
Much to be done
Much to be done
First class results
What does HR need to do?1. Work on the issues with high added value
Coaching
PerformanceAppraisal
Great SelectionInduction
Great TrainingSenior Mgt. VisibilityTreating people right
Process ImprovementCareer mgt
Easy
Hard
Ease ofimplementation
HR’s Priorities!
Low High
Added Value
2. Work on the organisation as well as the people3. Have a defined process
Work on the organisation as well as the people
Average people encouraged to do well by great ‘can do’ environment
Low calibre people in restricting environment
Capable people, performance restricted by context
Developing Great People
Cre
atin
g a
Gre
at E
nviro
nmen
t
What factorsInfluence
this?
High calibre people, high performance culture
STRATEGY
Mission
Purpose
Vision
Values
PLANNING
OUTPUTS
People CompetenceBreakthroughFundamentals
ProjectsProcessBudget
REVIEW
People
Process
Progress against outputs
Functions
Learning
ENABLERS
LearningInvolvement
Process ImprovementOrganisation Design
CommunicationsConsultancy
Pay
HR LEVERS
Talent
Performance
Change
Operations
INPUTS
BusinessCompetitionCustomers
EnvironmentOpportunities
Resources availableCapability
Work in progress
Teamplanning
Teamdiscussion
HR
Practices
HR Actions
Review against plan
DataCollection
Of factsAnd
numbers
Planning
Implementation
Have a defined process
Conclusions & Recommendations
• Analysis before action!
• Important before urgent!
• How does your action link to the business?
• Who knows what you’re doing?
• Who are your customers?
• Importance of communication
• Process for review? (and who reviews)