28 February 2006

Choices when Strategizing

We need to make choices about the following when creating an HR strategy for business success:

1) Objective: Should the system be prominent in the overall organizational strategy, as opposed to only playing a supportive role? So how much time, energy, and focus does it deserve?

2) Alignment: What degree of flexibility does the organization have, and how does it support career growth for employees?

3) Competitiveness: How does your current practice compare to those with competitors? Do you want to be a market leader in this area?

4) Contributions: Does the organization view organizational performance through individual performance or team-based contributions?

5) Management: What is the degree of ownership, transparency, technology, and employee input to how the HR strategy is currently managed?

These choices will determine how your HR strategy contributes to the bottom-line of your organization's business. The decisions made in each of the above need to be in line with your organization's source of what has given it its past success, and what factors in the business environment like changing customer needs, market changes, technology breakthroughs, etc will be responsible for its success in the future. HR Managers will be the most powerful businesspeople this century, as they will strategically partner with their CEOs.


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