hr strategy myth or reality mike haffenden january 2010

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HR Strategy Myth or Reality Mike Haffenden January 2010

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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?

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Page 1: HR Strategy Myth or Reality Mike Haffenden January 2010

HR StrategyMyth or Reality

Mike HaffendenJanuary 2010

Page 2: HR Strategy Myth or Reality Mike Haffenden January 2010

My Background

• Worked for 6 companies and consulted for many

• Strategic Dimensions

• CRF

• PARC

• Devonshire House

Page 3: HR Strategy Myth or Reality Mike Haffenden January 2010

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?

Page 4: HR Strategy Myth or Reality Mike Haffenden January 2010

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?

Page 5: HR Strategy Myth or Reality Mike Haffenden January 2010

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

Page 6: HR Strategy Myth or Reality Mike Haffenden January 2010

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

Page 7: HR Strategy Myth or Reality Mike Haffenden January 2010

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

Page 8: HR Strategy Myth or Reality Mike Haffenden January 2010

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

Page 9: HR Strategy Myth or Reality Mike Haffenden January 2010

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)