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How, exactly, HR? To begin with, unlike any other constituent of an organization, Human Resources is extensive, inter-departmental, and involved throughout the company; the nature of HR is to interact with and understand the processes of the business as a whole. Furthermore, the implementation of a business strategy intrinsically demands cooperation with the human work force, and whose domain is that? – Human Resources, of course. Lastly, the specific arsenal of skills necessary to strategy implementation is native to those people working in HR: similar tools for similar tasks, in a manner of speaking. The notion of “strategic HR” is common enough – certainly a plethora of books, articles, Internet publications, and the like exists to spur HR professionals towards strategizing their business management. A great deal of progress has been made along this trend, but the fact of the matter is that much of this strategy development remains strictly conceptual; very little ground is being gained in terms of actual organizational change. Strategy, in order to be effective, must naturally be implemented. If a business is to change, people must drive the wheels of that change, and that is where HR’s true role comes into play.
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by aligning the department performace with the goals, mission statements ,strategies of the company .
a well coordinated and cooperative work force will definitely boost the productivity.every organization should employ programms which will develop and promote healthy industrial relations.
There are three stages that I can consider for HR to be effective in Strategy Implementation: 1) Communication: A communication plan is needed to provide the employees with the direction of the Company particularly the Vision, Mission, Values and Goals that would align all directions of the Company. The top honchos of the Company should show their desire and aspirations in creating a unifying force to carry-out the different expectations required to the employees. 2) Team Implementation: Role identification is necessary to clear out all expectations for the achievement of Vision and Goals of the Company. Team unification and integration are necessary to create a concerted effort to achieve the expectation. 3) Evaluation: Feedback is necessary before the ante is increased or leveled up to avoid any miscommunication and disintegration of the team. By way of analyzing the different strengths and weaknesses of the team members, this will level-up the expectation and goal achievement of the strategies created for the Company to flourish.
In response to this question,
Strategy implementation brings together the most important resource in the organisation through Recruitment, training and development, performance evaluations, retention in general. All these are done in line with the company's mission, values and goals. HR Strategy and Business Strategy should always be in sync otherwise there will always be conflict between the two. HR should also be responsible responsible for setting the culture of the organisation that way this will dictate the ease of change within the organisation.
i believe HR plays a pivotal role in the implementation of organisational aggregate strategies. First and foremost the overall Human Resources (HR) strategy should always align with the vision, mission and values of an organisation. Staffing needs of the organisation are the responsibility of the HR department, retention strategies also form part of the responsibility of HR, Training and development, Change management and all these have a direct correlation to the specific strategy implementations at any business' life-cycle.
I believe it is ill advised to think that business strategies are independent of of HR strategies when they should actually forge one complete strategy that addresses all business' concerns. Any changes that affect the Human and humane part of the organisation are a responsibility of HR that is if we are at the organisational level. Every decision made within the business affect HR processes in some way or the other. HR has always made changes from time to time the only problem is organisations and individuals diminish its value by assigning it to other parts of the organisation for example the finance people doing Payroll because they deal with figures on a daily basis. This does not render HR useless but rather gives it weight because of the linkages created by these tasks and hence my assertion that HR Strategy should be linked with Business Strategy. Besides this has already been proposed in the1990s through Strategic Human Resources Management
I agreed with Zafar Iqbal.
HR people should know what they need to deliver, and they should be held responsible for the same. Others should know what they can expect from HR, and not expect what's not their deliverable. Good HR departments know what their CEO wants, and help align all systems to achieve that dream.
strategy development and HR must be separate as one is personal related and other is organizational.
HR department is a strategic partner of the organization and can align organization vision, mission, golas, objectives with strategic objectives.HR also can introduce strategic recruitment, training & development, performance management and employee relations.
