A business strategy is a future-oriented plan for creating and maximizing competitive advantages to accomplish the organization's mission. To successfully execute that strategy, each function within the business needs to align its departmental strategy with the overall business strategy. HCM also needs to align; though it goes through the length and breath of the organization. HCM Leaders must start with the business model and then fine tune the HCM master plan to meet the overarching objectives .
The HCM model must be designed
to follow the logic and structure of the business organization. Understanding
real business challenges will provide insight into what value the HCM
master-plan needs to deliver. When the HCM master-plan connects to the business needs, does HCM 4.0
dovetail with the demands of the corporation in the midst of Industry 4.0.
When HCM leaders work
in tandem with challenges of Industry
4.0; the rejuvenated
function takes upon an holistic role of being an element of
strategic alignment. Since every
business process has a people factor- HCM can be
the link pin in creating a sense of direction and purpose and ensuring
strategic fit. It means bringing out coordination between
business strategy and HCM activities
and other related programs. Only then can it have a value proposition for the CEO and
board of directors. HCM 4.0 master plan must begin within a planned and coherent framework that
helps ensure that the various processes and initiative integrate to create organizational value .The distinguishing factor of the HCM model 4.0 is more on
DELIVERABLES (what the business requires to win) than DOABLES (what HCM
activities occur)
STEP ONE - TEAR UP THE OLD TEMPLATE
The
old template was structured to produce HCM products and processes (which keeps
HCM department busy) rather than results
which the business manager want. The efficient working of HCM departments for non targeted tasks; actually creating a
big feeling of victory !!! Non-Strategic and
administrative work drained away the time and energy from real strategic
work . Change and improvement within the old framework means modify your ongoing schemes within the old circle of thinking. A point to note
the past linear thinking will lead the function only further down the
dark tunnel. Moving from a traditional
thinking means shedding the deadwood.
STEP TWO -
WRITE A FRESH MANDATE FOR THE NEW WAY….
HCM
4.0 to takeoff must
first understand the need for a STRATEGIC FOCUS by asking the prime question : WHY DOES HCM
EXIST? If we were to draft a core purpose statement for the profession what might that core purpose
statement look like? This will lead us
to the core values guiding the HCM function and crystalize a core purpose. The
simplest mission statement is HUMAN VALUE BOOSTING BUSINESS VALUE.
·
Business Centric HCM
4.0 is all about making organizations successful through people. If the corporate objectives of growth
competitiveness and long term survival are to be met;
·
HCM
4.0 is the talent of the organization as a strategic resource for the achievement of sustained competitive
advantage through people
STEP THREE - ALIGNING HEARTS & MINDS / CREATING CHANGE
READINESS
Aligned
systems and process need engaged and committed
people. Only then does strategy
move from mere words on paper to a blueprint for success. Four prime questions to address:
·
Do employees have the right mindset towards the vision values and mission of
the organization?
·
Does the HCM master plan exude a positive impact for line managers
to enthuse them and win their
involvement?
·
is there integration of human resource considerations with the companies decision-making process and operations on a continuing basis?
·
Do they and HCM Department in particular have a well designed approach to bring about both
the spontaneous involvement of both line managers and the rank-and-file people
to make things happen.?
·
Do individual
performance objectives reflect how each job holder will personally support the vision
STEP FOUR - HAVE PRACTICAL, TACTICAL
IMPLEMENTATION PLANS
Right from the start the emphasis should be placed on the
implementation. Because strategy execution is the real test… Most of the barriers to execution can be
overcome if they are
accounted for during the formulation stage. Hence constantly stay
focused on moving things along from situation assessment to approach
development. This can be easily facilitated by liberally asking questions like:
·
Which
HCM initiatives are really aligned with strategy implementation? What are
the first three steps? Which
ones should receive attention immediately, and which can wait?
·
Which
initiatives are truly linked to business results for line manager to
feel enthused and involved ?
·
Can the Strategic Goal for
HCM be written down in one page for this year to be split into monthly deadline
statements?
·
Has
HCM marshalled the resources needed to carry out the core
purpose?
With best wishes
Dr Wilfred Monteiro
