战略人力资源行动.docx

战略人力资源行动.docx

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战略人力资源行动

StrategicHumanResourcesActions

Beingstrategicissortofliketheweather--everybodytalksaboutit,butnobodydoesanythingaboutit.Here,SanFranciscoStateUniversityprofessorJohnSullivangivessomeexamplesofactionsthathesayshaveproventobestrategic.

HerearewhatJohnSullivan（inhisnewbook）listsassomeoftheactionsworkforcemanagementprofessionalscantakethatare"alittlebold."

∙Generalmanagement

∙Humanresourcesadministration

∙Recruiting

∙Retentionandemployeerelations

∙Workforceplanning

∙Compensationandincentives

∙Motivationandcommunication

∙Development

∙Commonstrategicerrorsofhumanresourcesdepartments

GENERALMANAGEMENT

   Integrateyourmanagersthroughmetrics--Managersoftenworkindependentlyandfailtosharebestpracticesamongeachother.Byofferingeachindividualmanageronthemanagementteamanincentive,basedontheoverallperformanceofthemanagementteam,youcanencouragemanagerstocooperate.Bytyingmanagerialperformancetogetherwithacommonbond,youcanencouragetopmanagerstohelpimprovetheperformanceofthebelow-averagemanagers.

   Byaskingemployeestoratethequalityoftheirownmanagementandthenrewardingmanagerswithhighscores,youcanalsoencouragemanagerstoplaycloserattentiontotheirpeoplemanagementpractices.

   Badmanagement-identificationprogram--Oneoftheprimaryreasonsthatemployeesquittheirjobsisthebadmanagementpracticesoftheirdirectsupervisor.Developaprogramthatcanidentify"badmanagers,"andthendevelopstrategiesforfixingthesemanagers,transferringthembacktomoretechnicaljobs,orreleasingthem.

   Measureandrewardmanagersforgoodpeoplemanagement--Managerswhopracticegoodpeoplemanagementhavethemostproductiveemployees.Unfortunately,mostfirmshavenomeasurementsystemforassessingindividualmanagersonhowtheymanagetheirpeople.Humanresourcesshouldsendaclearmessagetoindividualmanagersthatmanagingpeopleisimportantbydevelopingasystemforrewardingmanagersforgreatpeoplemanagement.

   Off-cycleactions--Going"againstthegrain"mightseemunwiseonthesurface,butinsomecases,itcanleadtobeingthefirstortheonlycompetitorinthefield.Forexample,iftheeconomyisdownandnooneisrecruitingoncollegecampuses,youmightfindthatifyouactivelyrecruit,youmightgetsome"superstarhires"thatyouwouldhavehadlittleornochanceofgettingwheneveryoneelsewasgoingfullspeedincollegerecruiting.Yes,thismeanscreatingopenpositionswhenthecompanyisnotdoingwell,butitmightalsomeanthatyouwillbeableto"explode"outoftheboxbetterthanyourcompetitorscanwhentheeconomyimproves.

   Thereareotheroff-cycleactions;forexample,intensifyingretentionprogramseventhoughyourturnoverrateiscurrentlyverylow.Mostemployeesexpectspecialtreatmentwhentheyknowthereisahighdemandfortheirtalent.Thisoff-cycleapproachissoeffectivebecause,whenyoupayattentionandrecognizeemployeeswhenit'snotneeded,employeestendtoappreciateitmore.Inaddition,whenthejobmarketimproves,theymightjustrememberhowwellyoutreatedthemwhenyoudidnothaveto.

HUMANRESOURCESADMINISTRATION

   Rewardresultsinhumanresources--Humanresourcesmanagersmustberecognizedandrewardedfortheirresultsinmaintainingacompetitiveadvantageovertheorganization'scompetitors.Humanresourceslagswoefullybehindintheuseofincentivesforitspeopleandprograms,however.Combiningmetricswithsignificantbonusesforperformancecanhaveadramaticimpactonhumanresourcesproductivity.

   Inparticular,rewardsshouldbeofferedtoallifhumanresourcesmeetsitsoverallgoals.Incentivesarealsoeffectiveforrecruiters,generalists（iftheirbusinessunitachieveditsgoals）,andthoseinleadershipdevelopment.Itdoesnottakemuch;aslittleasafivepercentbonuswillimproveperformancebysignificantlymorethanfivepercent.Anoteofcaution,though;bonusesmustbetiedtonumericalresults,notsubjectivetermslike"merit"orleadership.

   Rewardcooperation--Humanresourcesisknownforhavingfunctionalsilos;thisrunscountertothegoalofdevelopingacompetitiveadvantage.Inordertoensurethathumanresourcesfunctionsworktogether,humanresourcesneedstodevelopacommonmetricandrewardthatcrossesallcriticalhumanresourcesfunctions.Thisway,humanresourcesprofessionalsaregivenincentivestoworktogether.

   Prioritizeprograms--It'snotimportanttobegreatineveryarea,justincriticalones.Thatmeansthathumanresourcesmustidentifywhichprogramsandprocessesarecriticaltothefirm'ssuccessandfocusonmaintainingacompetitiveadvantageinthoseareas.

   Shiftingresources--Inadditiontoprioritizingprograms,humanresourcesleadershipmustensurethathumanresourcesbudgetandtimeallocationscontinuallyshiftfromlowpriorityhumanresourcesprogramstohighpriorityones.

   Employmentbrand--Oneoftheareasthatiscriticalifyouaretobuildacompetitiveadvantageistheorganization's"brand"asagoodplacetowork.Becausemosthumanresourcesdepartmentsspendlittletimeandeffortonbuildingabrand,thisisanareawhereitisrelativelyeasytoprovideacompetitiveadvantage.

   Managersareyour"deliverysystem"--It'simportanttorememberthatsupervisorsorlinemanagers"deliver"agreatdealofafirm'speoplemanagementserviceslikepolicyinterpretations,performanceassessment,andmotivation.Althoughhumanresourcesdoesdeliversomeinformationdirectlytoemployees,mostofthatisfilteredorredefinedbylinemanagers.Asaresult,itisimportantforhumanresourcestorealizethattheprimarydeliverysystemforpeople-managementservicesisthemanager.

   Humanresourcesmustaccordinglydesignitsprogramsbasedonthestrengthsandtheweaknessesofthedeliverysystemthemanager.Itisnotenoughtodevelopahumanresourcesprogram;itmustbepretestedutilizingmanagersinordertoseeifwhatyouintendedactuallywillfilterthroughtotheemployees.

   Humanresourcesadvisorygroup--Likemostotherfunctions,humanresourcestendstobeisolatedfromoutsidecriticism.Tocounterthatinsularity,humanresourcesshouldputtogetheranadvisorygrouptoprovidecriticalinputandideas,andtoactas"betatesters."Thegroupshouldincludelinemanagers,individualswhohatebureaucracy,individualsfromfinance,andsomeotherdiversethinkers.Askthisgrouptobecriticalofeverythingyouproposeandoffersuggestionsinordertomakeyourprogramseasiertoimplementandmorestrategic.

   Competitiveintelligence--Asignificantsidebenefitofdoingacompetitiveanalysisbetweenfirmsisthatyoufrequentlygaincompetitiveintelligenceinformationabouttheoperationoftheirpeople-managementprograms.Thisinformationcanbeusedtoimproveexistingprogramssothatyoucanleapfrogoveryourcompetitors.Cooperatewiththecompetitiveintelligencestaffwithinyourownbusinessunitsandpiggybackontheirprocessesandsources.

   Experimentation--Constantlytrynewthingsineveryareaofhumanresourcesontheassumptionthatyoucan'tbeatthemifyoudon'tactdifferently.Rapidlydroptheonesthatdon'twork.Runpilotandtestprogramstoseeifgreat"ideas"reallybecomegreat"programs."

   Ondemand--Humanresourceshasabadhabitofoffering"flavorofthemonth"programstomanagers.Floodingmanagerswithprogramsthattheydon'twantcanbeatacticalerrorthatcanresultinalotofwastedresourceson"unwanted"programs.Awiserapproachistofirstidentifymanagerneedsandprovideinformationtomanagersaboutprogramsandservicesthatyoucouldprovide.Butonlyoffernewhumanresourcesprogramsaftermanagersrequestor"demand"them.Proofthatmanagersreallywantahumanresourcesprogramistypicallyiftheyarewillingtofundit.

RECRUITING

   Developa"mostwanted"list--A"mostwanted"listisanelementofarecruitingstrategythatespousesaskingyourkeymanagerswhichindividualsworkingatcompetitorsthatare"todiefor."Byidentifyingthespecificindividualsyouwanttohire,byname,atthebeginningofthehiringprocess,youtakeagooddealofthe"chance"outoftherecruitingprocess.

   Pre-identifyingtargetsallowsyoutofocusasignificantportionofyourrecruitingtimeandresourcesonconvincingarelativelysmallnumberof"highlydesirable"individualstocometoworkwithyourfirm.Andthenetresultisthatyoucan,first,really"wow"yourmanagersand,second,youcanincreasetheeffectivenessofyourfirmdramaticallybybringinginthese"high-impact"individuals.

   Hiretohurt--Identifykeyindividualsatyourcompetitorswho,iftheywerehiredaway,wouldsignificantlyhurtyourcompetitor.Lookatcompetitorsasyouwouldasportsteamwithnobackupsincrucialpositions.Besureandexcludepeoplewhoareeasilyreplaceableinthemarketplaceorwhohaveastrong"second"whocanstepineasily.Askyourcurrentemployeeswhoformerlyworkedforyourcompetitorstohelpyouidentifythesekeyindividuals.

   Benchmarktorecruit--Callthetopfirms（orpiggybackonothersatyourfirmwhoareactivelybenchmarking）tobenchmarktheirbestpractices.Usethatbenchmarkingprocesstoidentifyandbuildrelationshipswithpotentialrecruitingtargets.

   Firstdayofhire,ask,"whoelseisgood?

"--Whenyouhiresomeonefromacompetingfirm,itisessentialthatyouusethatopportunitytogatherthenamesofemployeesfromtheirformerfirmwhoyoumightwanttorecruit.Askthenewhirewhoelseatthefirmisreallygoodorwill