HCM 4.0 A ROADMAP FROM CONCEPT TO ACTION

 

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