How do employers translate HR strategies and well intended policies into effective and responsive HR practices and results? A key driver of this success is the clarity and practical application of one’s HR “delegated authorities”. Knowing what HR decision making authorities to delegate, to whom, and how they need to be supported and applied have become mission critical HR management realities for most organizations regardless of sector. Delegated HR authorities are key to “how” HR strategy is delivered, how desired workplace cultures and employee productivity aspirations are realized. They are also key to how meaningful line management accountabilities for employee engagement, wellness, and performance are achieved.
Nothing frustrates me more than to see the expertise, experience and time of HR professionals wasted. And in today’s working environment, I see frustration and failure all too frequently in Analytics projects. We have pored through oceans of data and done hours of spread sheeting and analysis, and in the end the leaders we have presented our analysis to have put it to one side or seemed confused or unimpressed by our efforts. Somehow we have missed the mark.
Today CHRO’s are judged on what they deliver and how they get things done. Aligning talent, fostering engagement, enabling common shared vision and values are critical elements in their toolkit. The CHRO has a vital role in shaping the direction of the organization and ensuring business success for all its shareholders. A tall order for sure but one that I believe we are fully equipped to deliver. This article gives more detail on strategic business planning and HR alignment.
We have created a checklist of 5 Questions that you need to answer as you work to be heard and have impact. They are essential questions to test yourself against at the start of every project. As you read through this for the first time, we suggest that you identify a critical HR initiative that you are responsible for getting your senior management team (or your boss) to support.
Performance Management (PM) has become a core organizational strategy and management priority for many organizations. PM can effectively be used to drive accountability, quality, productivity, competence, and rewards and recognition. Going beyond simply a tool to drive “appraisals” and incentive rewards, it can drive a sophisticated quality and performance-based culture.
Creating energy, engagement, and commitment to change initiatives is one of many challenges we face as change agents. Increasingly, organizations, managers, and change practitioners espouse a belief that involving people in the change initiative is important. Many of us would agree in principle with this philosophy: Participation is essential to successful change implementation. However, the practical dimension of how to actually accomplish employee participation in change initiatives poses a challenge to change implementers.
Working in the telecommunications industry, people assume that we are ahead of the curve in terms of change initiatives and communication practises. But similar to other companies, we are challenged to come up with our own change management processes within our organization. Our industry is changing rapidly, and that means we need to change too. In this article, I will share how Cogeco developed a new change model quite quickly to respond rapidly and succinctly to the transformational trends in our industry.
Dealing with resistance is tough work, but avoiding this work only makes change more difficult. When facing major change, management tends to view the new direction as an opportunity, while employees face the change with feelings of uncertainty, fear and disruption. Furthermore, most change leaders underestimate the amount of resistance they will face. However, as this case shows, external conditions, trust in the organization, and skillful handling of resistance can all contribute to lessening resistance and increasing support for a change initiative.
After you know who will lead a change initiative, why the change is necessary and what future you are trying to create, you come to the “how”—the activities you must plan to implement the change successfully. This is tough work because of the countless details that must be thought through and included in a change rollout plan. Forget something crucial here, and your change may be in jeopardy, as is highlighted in the following case study.
Most experts advocate creating a vision as a necessary step in any change initiative. But managers have a tough time following this advice. Change vision statements are often too long, too confusing or too generic to motivate action in the direction of the change. It's tough to condense the vision into a couple of sentences or paragraphs that sing, but it is worthwhile to try. A clear vision is important for change leaders to think through because it forces you to identify exactly what you are aiming for instead of some vague, fuzzy or rosy picture of the future.
The statistics about the implementation of change in organizations are dismal. For decades now, business writers from all walks of life have been bemoaning the large failure rate of change projects. For example, one study reported that 70 percent of critical change efforts fail to achieve their intended results. Additionally, more executives are fired for mismanaging change than other reasons, such as ignoring customers.
Employee compensation typically consumes 40 to 70 percent of operating costs for Canadian employers. For most firms, compensation is their single largest operating expenditure. Last year, according to Statistics Canada, employers in Canada spent nearly a trillion dollars on wages, salaries, and benefits – imagine a stack of $100 bills more than 1,100 kilometers high!
Two groups are crucial to any change project: planners and implementers. The planners, typically more senior than the implementers, must answer some important questions before they hand over the initiative for implementation. When these questions are not dealt with adequately, the initiative can get off to a shaky start. In this paper, I will give you those key questions and also advice for overcoming what I call the "iron curtain between planning and implementation."
The first thing people want to know when a change is proposed is why this change is necessary. If you don't have a very good answer, then they will not buy into your change initiative. Statistics show that having a good percentage of supporters at the outset of a change initiative is strongly associated with success. This paper addresses how to create the felt need for change and a sense of urgency for the change throughout the organization.
Over the past two years Humber College has undergone significant change towards being strategically positioned as the leader in Polytechnic education in Ontario. In September 2013 Humber launched a revitalized brand to support student success. In supporting Humber’s value of innovation, HR Services over the next year and a half, will undertake a transformational change initiative to our HR systems most notably with the design and implementation of a new HRMS technology business platform for managing our HR processes. This paper represents the first in a series of papers that will follow this case study throughout its project lifecycle and describe the College’s journey in implementing a major change initiative.
It’s Saturday morning in cottage country. You’re hugging a cup of coffee on the porch. The mist is just clearing from the lake. The view from the deck is stunning. The geese are feeding at the shoreline. A hawk circles above the pines in the distance. Waves lap the deck, reminding you that you promised your cousin a kayaking lesson later this morning. He’s coming with your Aunt Sally on the train as part of the adventure. Aunt Sally recently discovered plein art painting. “Bring the SUV to the station,” she said. “I have the easel.”
The notion that Human Resource (HR) professionals need to be strategic and aligned with their organization’s strategy is not by any means new. In their book The HR Scorecard published almost fifteen years ago, Professors Becker, Huselid and Ulrich noted that “traditional HR skills have not diminished in value, but simply are no longer adequate to satisfy the wider strategic demands of the HR function” (Becker, Huselid and Ulrich, 2001). Since then strategy frameworks and the language of strategic management have evolved. The question is has HR kept up with these, especially in the past year or so?
In this Don Wood Lecture in Industrial Relations, Lee Dyer discusses using human resource strategy to provide business with a competitive advantage.