The Right Strategic Human Resource Imperatives for Right Now
The Right Strategic Human Resource Imperatives for Right Now
Maybe it’s the press of all the everyday issues that need to be addressed. Certainly every new day brings many things that need to be addressed. But if we allow ourselves to be driven only by the press of the urgent, we’ll never get to the things that are important…and strategic.
The 80/20 rule says that 80% of our results will come from 20% of our efforts. In my view that 20% speaks to the strategic part of the job, and if there’s ever been a time for us to step up to the plate, it surely is right now.
Downsizing, rightsizing, reorganizing, or whatever else you call it. It’s clearly the case that we’re seeing more organizations laying off more people that any of us have seen in our careers. If that’s happening at your organization, here’s the strategic HR question: After the layoffs, will we still retain people with the competencies we need to execute our business strategy?
Not everyone is thinking about that. Recently a financial firm decided to cut payroll by 25%, and the spokesperson proudly noted that managers would be given free rein to handle that however they wanted. For example, if their department consisted of a few highly paid people and quite a number of lesser paid people, the manager could chose to layoff some or all of the higher paid staff in order to impact a smaller number of employees. Noble, perhaps, but that approach is certainly not strategic.
Do you know the competencies you need to have in your organization to succeed with your business strategy? Do you have the ability to assess who among your current staff has those competencies? If not you should be thinking of ways to remedy that, and as quickly as you can. Your organization’s future may well depend on it.
Does the new economic environment mean a new strategy for your company? Now what? The world is changing rapidly right now in the face of some new economic realities. Is your organization talking about new strategies? It’s the job of HR to know whether your current staff has the competencies to pull off the new strategies. Today, do you know the answer? If not, do you know how to find out?
Tools exist that can help organizations translate their strategies into human capital needs. That way you can start with strategic topics and translate them into the competencies you’ll need to successfully execute the new strategies. You can also assess the current human capital capabilities of your organization and make recommendations about the sorts of strategies that could work with your current staff. It’s an opportunity to literally take a seat at that strategy table.
How about the future? Do you know your true High Potentials? They are at risk right now. Will you keep them? Identifying High Potentials is a key human resource strategy for success in the future. Equally important, you need to know what to do with them. Is your process a solid one, founded in research, and highly predictive of success a level up? Or is it the tired but traditional traffic light (red, yellow, green) approach? How far down into your organization do you look for High Potentials? Very likely, there aren’t all that many, but if you look, you’ll find them at all levels in your organization. Over time these people will contribute to your organization in enormous ways. It’s tragic to lose even one, at any level.
Tools exist to identify and properly develop true High Potentials. It’s your chance to contribute to your organization’s success now and in the future.
Now, more than ever before, your organization needs you to be strategic. As we follow the business news each day, whether in print or on-line, it’s clear that this is a difficult time, one of great challenge for our country and for our organizations. It’s a time when the HR community can make a big difference by being strategic. Think about these three issues. Then act on them. That’s where you should be spending your time today. It’s a big challenge, but the good news is that you don’t have to do it alone, and you don’t have to invent solutions. Others have paved the way with research-based, experience-tested tools available to bring solutions to your workplace today.
The Right Strategic Human Resource Imperatives for Right Now - To learn more about this author, visit Clarke Peterson's Website.
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For years, everyone in human resources (HR) has been hearing about the need for HR to “be strategic” and to “have a seat at the table”. David Ulrich has been talking about it at least since 1990 when I met him at the University of Michigan HR Executive Education program. So why is it that we’re not seeing every HR leader wearing that strategic mantle?
Maybe it’s the press of all the everyday issues that need to be addressed. Certainly every new day brings many things that need to be addressed. But if we allow ourselves to be driven only by the press of the urgent, we’ll never get to the things that are important…and strategic.
The 80/20 rule says that 80% of our results will come from 20% of our efforts. In my view that 20% speaks to the strategic part of the job, and if there’s ever been a time for us to step up to the plate, it surely is right now.
Downsizing, rightsizing, reorganizing, or whatever else you call it. It’s clearly the case that we’re seeing more organizations laying off more people that any of us have seen in our careers. If that’s happening at your organization, here’s the strategic HR question: After the layoffs, will we still retain people with the competencies we need to execute our business strategy?
Not everyone is thinking about that. Recently a financial firm decided to cut payroll by 25%, and the spokesperson proudly noted that managers would be given free rein to handle that however they wanted. For example, if their department consisted of a few highly paid people and quite a number of lesser paid people, the manager could chose to layoff some or all of the higher paid staff in order to impact a smaller number of employees. Noble, perhaps, but that approach is certainly not strategic.
Do you know the competencies you need to have in your organization to succeed with your business strategy? Do you have the ability to assess who among your current staff has those competencies? If not you should be thinking of ways to remedy that, and as quickly as you can. Your organization’s future may well depend on it.
Does the new economic environment mean a new strategy for your company? Now what? The world is changing rapidly right now in the face of some new economic realities. Is your organization talking about new strategies? It’s the job of HR to know whether your current staff has the competencies to pull off the new strategies. Today, do you know the answer? If not, do you know how to find out?
Tools exist that can help organizations translate their strategies into human capital needs. That way you can start with strategic topics and translate them into the competencies you’ll need to successfully execute the new strategies. You can also assess the current human capital capabilities of your organization and make recommendations about the sorts of strategies that could work with your current staff. It’s an opportunity to literally take a seat at that strategy table.
How about the future? Do you know your true High Potentials? They are at risk right now. Will you keep them? Identifying High Potentials is a key human resource strategy for success in the future. Equally important, you need to know what to do with them. Is your process a solid one, founded in research, and highly predictive of success a level up? Or is it the tired but traditional traffic light (red, yellow, green) approach? How far down into your organization do you look for High Potentials? Very likely, there aren’t all that many, but if you look, you’ll find them at all levels in your organization. Over time these people will contribute to your organization in enormous ways. It’s tragic to lose even one, at any level.
Tools exist to identify and properly develop true High Potentials. It’s your chance to contribute to your organization’s success now and in the future.
Now, more than ever before, your organization needs you to be strategic. As we follow the business news each day, whether in print or on-line, it’s clear that this is a difficult time, one of great challenge for our country and for our organizations. It’s a time when the HR community can make a big difference by being strategic. Think about these three issues. Then act on them. That’s where you should be spending your time today. It’s a big challenge, but the good news is that you don’t have to do it alone, and you don’t have to invent solutions. Others have paved the way with research-based, experience-tested tools available to bring solutions to your workplace today.
The Right Strategic Human Resource Imperatives for Right Now - To learn more about this author, visit Clarke Peterson's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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