HR Learner in Development

Posts Tagged ‘Strategic HR

While thinking about the culture of your organization may seem a no brainer, starting the conversation can be quite puzzling.

Culture, as dictionary.com puts it, is defined in part by  “the behaviors and beliefs characteristic of a particular social, ethnic, or age group: the youth culture; the drug culture”.  Every business, company, branch, department or any subsection of an organization has a culture of its own.  Thinking strategically, the organization’s culture should trump all other subgroups in a way that creates a coheisive culture for the whole.  Of course different branches or departments could have different ways of carrying out what needs to be done, as they should.  However, making a coheisive culture throughout is a bit more complicated.

But how is a company’s culture formed?  Following best practices, the culture should come out of the strategic plan for the organization.  If you don’t have a strategic plan, business plan, or other company goals, now would be the time to rethink your business strategies.  Take the time to understand your business and the needs of your clients. From there, you can determine what sort of people and what sort of behaviors fit within your organization.

Most of all, actions speak louder than goals. It’s great for a strategic plan to have lofty ideals of why the company was founded and where it’s headed.  It’s quite another for business leaders within the company to take some actions to bring those goals to fruition.

But honestly, does the strategic goal make sense?  I mean that in two ways.  First, does it set forth goals that fit with what your company is all about?  Does it address the needs of the organization and the services that it provides? It is important that these questions are asked not only once but on a continuous and routine basis, so that as the company’s need changes, so too will the goals change to fit it, along with the company practices. Second, do people know what the heck it’s trying to say. Strategic plans need to be clear, concise, and understandable to everyone.  Not only that, but the plan needs to be reachable by everyone.  Without theplans being widespread throughout the hieght and breadth of the company, there is no chance that the goals will actually be acheived in any manageable way.

So what kinds of actions need to take place to bring the strategic plan to life? These ideas can and should come from anyone who works in the company, but the final call falls to the leadership of the company. Just thinking, however, about all aspects of a business, the strategic plan should have a grasp on processes all throughout the organization.  The following is just a short list of the many which need to be closely tied to a company’s strategic plan:

Recruitment and Hiring Decisions

Retention Practices

Advertising and Marketing

Research and Development

Company Metrics

Promotion and Compensation Decisions

Learning and Development

Overall Policy Decisions

Of course I am missing many, but I hope to be able to touch upon many of these in future posts.  I have reviewed my Division’s strategic plan, framed it in work conversations, and analyzed it some more with additional reading on my own, and I wish to impart a little of what I have found.

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Be on the lookout for employees to pack up and leave. Keep your team feeling appreciated and challenged to reduce the risk of mass exodus.

A lot of businesses and organizations have seen an increased number of people willing to stay with the company for longer periods of time over the past year or so. 

As the economy starts to improve and people feel more comfortable with the job market, people are likely to start looking around again.  The challenge of the company to retain these valuable resources, or when all else fails, to find better ways to make their talent’s knowledge transferable.

 Unfortunately for organizations, if they haven’t made steps to retain by this point, they are in serious risk of loosing a good number of employees in the near future.  During a period of recession, it is in the best interest of the company to train and cultivate their talent.  If employees are being retained for longer periods of time, people understand their jobs better, and they understand their role within the company.  The true struggle is for the company to get the employees to buy in to their mission, or even just their benefits.

Several key ways to retain your ‘flight risks’ are to:

1.  Identify potential flight risks – It sounds simple, but identifying the groups that are more prone to leave is a vital part in identifying ways of retaining them. 

2.  Identify the needs of these groups – Whether that be more money, more responsibility, more time off, or what have you, try to glean this information from your talent.

3.  Identify the needs of the company – During the economic realities of today, the company may not  be able to support of the needs of those the company wishes to attain.  However, recognizing the amount of latitude a company’s budget and resources has can really point to what can still be done to reward, recognize, and support that talent group.

4.  Review the strategic goals of the company and the department.  If you don’t know what they are, find out.  If the strategy is poorly defined, clarify and make it strong.  In reviewing the strategies, identify areas which can be enhanced.  Don’t be afraid to think outside of the box.  Your company may have had to downsize due to economic hardships over the past few months.  You may be tempted to recreate the same structure when the economy does improve, but don’t.  Realize that you now have solid talent that has been with the company for a good amount of time, most likely performing the same tasks for a long time and more.  Some of these people may now be qualified for a position twice the level they are in currently.  Take advantage of their specialties and their knowledge of the company, and restructure in a way that gives the company a better edge.

5.  Align the needs of the individuals with the strategic goals of the company – While the money might not be in place to move your talent to roles which would meet their career goals and intellectual needs, identifying the potentials and giving them the support that they need to get to that future state now will improve the chances that when the growth can be made, the talent is already in place to move up.

6.  Show them you care – By doing the steps above and more, you will be showing your talent pool that you appreciate them and would like them to continue.