Role Of HR In Executing Strategy

September 2011

PESIT
Presented BY DIVYA.S.N Class: 3rd Semester

What ? Why ? Who ?HR?

HUMAN RESOURCE (HR) creates value by

engaging in activities that produce the employee behaviors which the company needs to achieve its strategic goals.

HUMAN RESOURCES
Planning Recruitment Staffing Job design Training/development Appraisal Communications Compensation Benefits Labor relations

HR is responsible for the individual employment

relationship, individual behaviors and their links with organizational identity.

Roles and Competencies

With all the attention on HR issues, it is time to clarify the roles HR professionals play. The criteria for defining HR roles has varied from a focus on activities (what do HR people do) to time (where do HR people spend time) to metaphors (what identity do HR people have) to value creation (what value to HR people create).

It can be divided into 4 major areas A. Analytic:

C. Instrumental :

analyser
researcher evaluator programme designer materials developer

instructor/ facilitator
organization change agent marketer HRD Manager individual career development advisor administrator
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B. Developmental:

D. Mediational :

Strategy and the Basic HR Process

The best strategic plans use dynamic and outside-the-box strategic thinking supported by rigorous analysis. The result is a formalized plan with measurable outputs. It will clarify the key focuses of the organization for the next couple years, and then identify what tasks need to be completed this year to meet those goals.
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BARRIERS TO STRATEGY IMPLEMENTATION

LACK OF COORDINATION AT THE TOP EMPLOYEES ARENT ON-BOARD INSUFFICIENT CHANGE AT THE WORK UNIT LEVEL INSUFFICIENT CROSS-FUNCTIONAL COLLABORATION NO MEASUREMENT SYSTEM IN PLACE

Strategy Execution At IBM

IBM is an excellent example of Sustaining Strategic Agility. It's HR leadership has focused on three tasks that have helped them maintain agility.

First, they actively seek to understand future needs Second, IBM's HR professionals lead the organization's

overall global transformation. Third, they work hard to maintain very low turnover

Key Focus
By understanding the strategy and the potential obstacles to its success, highperforming HR professionals are able to maintain the organization's agility. They ensure the availability of resources (money, information and people) that facilitate needed change. They have a vision of the future for the business. And they are proactive in contributing to business decisions.

Key HR Roles: IBM

Engaging Customers:
- Facilitating - Contributing - Integrating - Reducing Low-Value added work Strategy Architect : - Facilitate the strategy-creation process - Help clarify and articulate the strategy - Ensure execution of strategy by aligning HR practices.
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There is a reason why two-thirds of all strategy fails...IT'S EXECUTION.

The strategic plan is so complicated and no one understands it Employees do not know what to do different in their jobs Managers are not given the tools to communicate the strategy Goals and objectives are not cascaded down to the lowest level Rewards and performance measures are not tied to the new strategy

7 Ways HR Can Lead Strategy Execution

1) Be a part of or lead the strategic planning process so HR is involved at the beginning
2) Assist in the creation of a SIMPLE document that communicates the plan that is easily understandable for ALL employees 3) Align HR strategy to the new strategy so that all HR programs can impact strategy 4) Redo job descriptions updating new behaviors and/or competencies needed to make strategy successful 5) Align all rewards and performance management to desired outcomes 6) Assist departments to develop goals and objectives needed to execute

7) Assist departments in developing metrics to track progress

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Conclusion

HR is no longer a backroom or support function. It is in the forefront of corporate strategy, much like sales and marketing. It provides and determines competitiveness to an ever increasing degree. All other things being equal financial, physical, and product assets people will make the difference between two competing companies. Strategic HR can make this difference happen. Designing a successful strategy is a continuous, dynamic process. It involves identifying and colonizing a distinctive strategic position. It also means excelling in this position, ensuring that systems and processes reinforce each other, enabling the organization to achieve progress towards its goal.

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Sources

http://findarticles.com/p/articles/mi_6768/is_1_32/ai_n32402907/pg_5/?tag=ma ntle_skin;content http://www.allbusiness.com/human-resources583814-1.html#ixzz1Wd5odDnW http://www.citeman.com/2196-strategic-performing-roles-ofhr/#ixzz1WdHEqm00 www.ibminfo.com/324/straregy-hr-role-.html#789766558ytnop

BOOK REFFERED:

Crafting and executing Strategy :The Quest For Competitive Advantage

-Arthur A Thompson Jr -A J Strickland lll

-John E Gamble
-Arun K Jain
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THANK YOU

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