Strategic HRM Practices is about supporting the organization effectively with adapted Human Resources Policies and Practices that facilitate innovation, change and performance. Traditionally a lot of the HR processes were aiming at controlling and rewarding compliance. Are people doing what 'I' (the boss, the organization) tell them to do. But the consequence of that is that people stop thinking for themselves, stop taking risks and avoid mistakes... and that is exactly want an organization today needs if they want to reinvent themselves. So strategic HR, is HR that looks at the impact of their policies and practices on 'behavior' at an individual, team and organization level. What does a professional in an organization need to really contribute at innovating the organization and develop the individual and collective expertise ? That's the key question we try to answer with our customer organizations.
Is our HRM triggering the individual and collective behavior we want to see in a learning organization : autonomy, intra-preneurship, knowledge sharing, contribution, involvement, engagement, ... ? Is it leading to sustainable performance and sustainable further development of our organization and our business ?
Is our Human Resources Management STRATEGIC ? :
- Fully integrated with business and organizational strategy, focusing on the key strategic priorities
- Coherent across policy areas and hierarchies
- Top management responsibility, devolved down the line (not isolated in HR department)
- Taking an ethical stand towards all stakeholders of the organization
In order for HRM to be a lever for effective behavior we need to create alignment and fit between the different HR practices and policies, as well as with the business strategy and business processes within the organization.
Key Questions
Key Questions for Your Organization ?
Overall Questions
- How do we link our HR policies and practices with the strategic challenges of our organization ?
- How do we position our HR department in order to empower line management on people management issues ?
- How do we create coherence and alignment between the different HR domains ?
- How can HR contribute to the strategic process in our organization ?
Specif questions (a few examples)
- How do we create more diverse work teams and how will that improve our performance ?
- What is the impact of implementing time registration badges on people's behavior ?
- Is our performance management process doing what it's supposed to do (improve contribution and performance) ?
- How can our Corporate Academy support learning and innovation in the organization ?
- Why do we have so many 'absentees' in our training programs ?
- Is it a good idea to limit the access to social media and internet during working hours ?
- Is our internal mobility policy good enough to create the flexibility, experience sharing, we need in our organization ?
- Do we as HR need to control the people management work of managers ?
HR shapes the business strategy in two distinct ways. Firstly, HR designs and facilitates the strategic process in the organizaton. As such they can be the guardian of inclusion, stakeholder involvement, thorough analysis and sound decision making. Secondly HR can contribute to the business strategy as an expert consultant in change management, organization development, labour market evolution, etc..
