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Let me introduce myself

Clement Leemans

Strategic Leadership
A high performing organization is agile, capable of inventing rapidly new answers to the global, fast changing, complex...
HRD as a strategic business lever
C. Leemans & S. Duts (2013)., Human Ressources Development as a strategic business lever. This article has been writ...
Dialogic Organization Development
Gervase Bushe & Robert Marshak (eds.), (2013). Advances in Dialogic OD. OD Practitioner. Journal of the Organization...
KBC Insurance A co-creative strategic process
INTRODUCTION: Process Consulting for a major ‘business strategy development’ project where we focused on involving a...
SHRM Practices
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra...
The Lafarge Learning & Development Network
C. Leemans. (2004), The Lafarge Learning & Development Network. A collaborative effort to develop and implement orga...
How Organizations Trigger Sustainable Performance.
C. Leemans. (2012) How Organizations trigger Sustainable Performance. A Mental Model for Organizational Development. In...
Change Management
Scott Keller & Caroline Aiken., (2000). The inconvenient truth about Change Management. Why it isn't working and wha...
Distributed Leadership
Leemans, C., (2017). Distributed Leadership. A powerful engine for Organizational Performance. Leadership Excellence Ess...
Engaging Experiential Learning Activities
C. Leemans, (2010). Engaging Experiential Learning Activities Ideally experiential learning happens “at work” and is...
Organizing for Sustainable Performance
C. Leemans, (2016). Organizing for Sustainable Performance In this short four page leaflet, we present Move! as an OD Co...
Learning Organization
Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is Yours a Learning Organization?" Harvard Business Review 86,...
Strategic Process
Gerry Johnson, Kevan Scholes and Richard Whittington., (2005), Exploring Corporate Strategy (7th Edition) Prentice Hall....
Distributed Leadership & Autonomous Motivation
Paul Adler, Charles Hecksher & Laurance Prusak., (2011). Building a Collaborative Enterprise. Four Keys to creating...
Move! 10th Anniversary
Move! 10 Years !!! In September 2004, so 10 years ago by now, Clement decided to change his Learning & Development D...
Practice Areas
We develop exclusively customized approaches geared to your organizational challenges and focusing on sustainable busine...
Shaping the Organization
At the end, it's not about Strategy, but about execution and results. And execution depends very much on what people do,...
Collaboration between Turkey and EU companies
C. Leemans, M. Ozgödek, et al. (2013) International Network for Organizational Performance (INOP). Collaborating in Div...
Strategic HRM ?
Ulrich, D., (2010). Are we there yet ? What's next for HR ? Michigan Ross School of Business, Executive White Paper Seri...
Cristal Union A Learning Network as policy driver
Context & Issues In the organization a number of sugar and alcohol plants come together. Traditionally those plants...
Job Crafting
Leemans, C., (2014). Learning Organization & Job-crafting : A powerfull couple ? In this short article Clement Leema...
Using Consultants in Organizations
Edgar Schein, (1990). A General Philosophy of Helping : Process Consulting. Sloan Management Review. Process Consultatio...
Carglass Belux Performance Improvement Process
PROJECT DESCRIPTION: Context : The organization works with a lot of, relatively small, subsidiaries. The central HR depa...
Learning & Change
Our focus is on building Learning and Change Capabilities in the organization. That can take place in different contexts...
Organizations in the Collaborative Economy & Peer-to-Peer
Bauwens & Kostakis., (2014) Network Society and Future Scenarios for a Collaborative Economy. The thinking about dis...
Job Crafting : A new look at job and workplace design
Amy Wrzesniewski, Justin M. Berg, & Jane E. Dutton., (2010). Turn the Job you Have into the Job you Want. Harvard Bu...
INDAVER People Make Projects Work
Context & Issues Indaver is a waste management player, active on the Belgian, Dutch, German, GB and Irish market. Fo...
Sustainable Business Development
Barry Colbert & Elizabeth Kurucz., (2007). Three Conceptions of Triple Bottom Line Business Sustainability and the R...
ERM Towards a Learning Organization
Context & Issues ERM Belgium - Holland, is a subsidiary of a large US based Environment and Sustainability consultan...
Support for internal facilitators Lafarge China
INTRODUCTION: Due to rapid growth and acquisitions, the Corporate University wanted to decentralize its integration prog...
Coaching & Co : Community of Practice at UC Leuven Limburg
Move! worked with the University College Leuven-Limburg to set up a Community of Practice on 'Coaching & Co'. It bri...

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Ulrich, D., (2010).  Are we there yet ?  What's next for HR ?  Michigan Ross School of Business, Executive White Paper Series. 

 

110Strategic Human Resources Management is largely about integration and adaptation.  Its concern is to ensure that: (1) human resources management is fully integrated with the strategy and the strategic needs of the firm; (2) HR policies cohere both across policy areas and across hierarchies; and HR practices are adjusted, accepted, and used by line managers and employees as part of their everyday work. (Schuler 1995). Strategic human resource management involves the development of a consistent, aligned collection of practices, programs (strategies), and policies to facilitate the achievement of the organization's strategic objectives. (Mello, 2002).

If you read those definitions you immediately understand that HRM is up for a vast program the coming years, creating vertical and horizontal fit (Stewart, Brown, 2008, p 527).

Often it is seen as 'one way trafic', where business strategy is translated in and supported by HR policies and practices. But for organizations who are working on the sustainability of their performance in the midst of a very volatile and quickly changing business environment, HR is also a contributor to a viable business strategy.  HR can do that in two distinct ways :

  • By designing and facilitating a 'sound' strategic process in the organization that involves all stakeholders and is truly outward looking and is willing to critically analyze their business environment as well as the organizational strengths and weaknesses.
  • By sharing from the start their expertise on change, organization development, labor market evolution and other HR related fields in order improve the quality of the strategic business decisions and the organizational consequences of these decisions.  HR co-shapes business strategy.

businessstrategy2This also means that the role of HR is drastically changing and evolving into new expertise areas an that much of the traditional areas such as learning and development, performance management, etc ... are being nearly totally taken into account by line managers.  New roles in the future probably include  :

  • Internal Consulting (process facilitation + expertise HR advice)
  • Team process facilitator (for teams, projects, communities of practice, learning networks, ...)
  • Management Coach
  • Change Manager
  • Organization Development Consultant (process re-engineering, lean, TPM, etc...)

The evolution in the role of HR will also have consequences for the competencies of HR managers and officers.  The CIPD developed a competency model that tries to depict the management competencies for the future. 

SHRM-HR-CompetenciesA few more articles on the concept of Strategic HRM are listed below :

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