{"id":7542,"date":"2021-02-17T07:07:52","date_gmt":"2021-02-17T12:07:52","guid":{"rendered":"https:\/\/flevy.com\/blog\/?p=7542"},"modified":"2021-02-06T15:10:16","modified_gmt":"2021-02-06T20:10:16","slug":"strategic-human-resources-2","status":"publish","type":"post","link":"https:\/\/flevy.com\/blog\/strategic-human-resources-2\/","title":{"rendered":"Strategic Human Resources"},"content":{"rendered":"

\"\"Today\u2019s information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they compete.\u00a0 Changing perspective and responsibility of top management amidst rapid Business<\/a> and Digital Transformation<\/a> and the shifting role of HR from being an auxiliary function to that of a driver are some of the dynamics of the evolved competition.<\/p>\n

This evolution of Competition has been reached by passing through 3 phases:<\/p>\n

    \n
  1. Competition for Products & Markets<\/li>\n
  2. Competition for Resources & Competencies<\/li>\n
  3. Competition for Talent & Dreams<\/li>\n<\/ol>\n

    \"\"<\/a><\/p>\n

    Throughout the evolutionary phases of competition, the focus of Growth Strategy<\/a>, the tools used, and the key strategic resources have been shifting.\u00a0 The strategic objective of front-running organizations is on continuous evolution and Transformation, and motivated Human Capital is their key resource.\u00a0 This realization is now at the forefront of Strategy Development<\/a> as competition for scarce Talented Human Resources becomes more intense.\u00a0 However, modern-day managers are still using old tools to deal with an emerging reality.<\/p>\n

    Dexterity in leadership and management is a prerequisite for leaders now.\u00a0 Research suggests that the 3 important changes that the CEOs must make in terms of their strategic perspective are in:<\/p>\n

      \n
    1. Strategic Resources<\/strong><\/li>\n
    2. Value Creation<\/strong><\/a> and Distribution<\/strong><\/li>\n
    3. Role of Senior Leadership<\/a><\/strong><\/li>\n<\/ol>\n

      More on this topic in our editable PowerPoint presentation on Strategic Human Resources<\/a>.<\/u><\/p>\n

      With the fast-changing focus in Strategy, Human Resource Managers are finding themselves leading the strategic charge.\u00a0 However, a large majority is ill prepared for the role.\u00a0 With Human Capital becoming key strategic resource and basis of Competitive Advantage<\/a>, HR must adopt 3 core processes to evolve into the strategic HR function that has become their new realm:<\/p>\n

        \n
      1. Building<\/strong><\/li>\n
      2. Linking<\/strong><\/li>\n
      3. Bonding<\/strong><\/li>\n<\/ol>\n

        Let us delve into the first 2 core processes to strategic HR function in a little more detail.<\/p>\n

        1. Building<\/strong><\/h2>\n

        The first core process of Building is all about creating human resource systems, processes, and culture to counter the deep-rooted bias towards financial assets and recognize the value of Human Capital. \u00a0For instance, Microsoft annually scans the entire pool of 25,000 U.S. computer science graduates for the best 500 to be given offers, of which 400 \u2013 top 2% of that year\u2019s graduates \u2013 accept. \u00a0This only fills 20% of the positions. \u00a0For the rest, Microsoft maintains industry linkages with 300 recruiting experts who scour the industry for the best and the brightest individuals, often wooing them for years.<\/p>\n

        2. Linking<\/strong><\/h2>\n

        Developing Knowledge Sharing Networks is core to leveraging Human Capital.\u00a0 Converting individual expertise into embedded intellectual capital is what linking is all about. \u00a0For example, British Petroleum in the 1990s introduced the Knowledge Management and Organizational Learning program.\u00a0 The main feature of the program was the \u201cPeer Assist\u201d where frontline workers in one location would help solve a problem for workers in another location without the usual hierarchy intervening.\u00a0 Peer Assist was augmented by the \u201cPeer Groups\u201d of business units\u2014i.e. business units engaged in the same assisting activities as frontline individuals.\u00a0 This way managers of decentralized operations compare experiences and share ideas. \u00a0Once this Information Sharing Network took root it was supported by setting up information-sharing infrastructure \u2013 e.g., video conferencing, chat rooms, video clip encoders etc.<\/p>\n

        Interested in learning more about the details of the 3 Core Processes required to evolve your HR into a strategic HR function and Key Actions needed to implement these?\u00a0 You\u00a0can download\u00a0an editable PowerPoint presentation on Strategic Human Resources<\/strong> here<\/a>\u00a0<\/u>on the\u00a0Flevy documents marketplace<\/a>.<\/p>\n

        Do You Find Value in This Framework?<\/h2>\n

        You can download in-depth presentations on this and hundreds of similar business frameworks from the\u00a0FlevyPro Library<\/a>.\u00a0\u00a0FlevyPro<\/a>\u00a0is trusted and utilized by 1000s of management consultants and corporate executives. Here\u2019s what some have to say:<\/p>\n

        \u201cMy FlevyPro subscription provides me with the most popular frameworks and decks in demand in today\u2019s market. They not only augment my existing consulting and coaching offerings and delivery, but also keep me abreast of the latest trends, inspire new products and service offerings for my practice, and educate me in a fraction of the time and money of other solutions. I strongly recommend FlevyPro to any consultant serious about success.\u201d<\/p>\n

        \u2013 Bill Branson, Founder at Strategic Business Architects<\/p><\/blockquote>\n

        \u201cAs a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value.\u201d<\/p>\n

        \u2013 David Coloma, Consulting Area Manager at Cynertia Consulting<\/p><\/blockquote>\n

        \u201cFlevyPro has been a brilliant resource for me, as an independent growth consultant, to access a vast knowledge bank of presentations to support my work with clients. In terms of RoI, the value I received from the very first presentation I downloaded paid for my subscription many times over! The quality of the decks available allows me to punch way above my weight \u2013 it\u2019s like having the resources of a Big 4 consultancy at your fingertips at a microscopic fraction of the overhead.\u201d<\/p>\n

        \u2013 Roderick Cameron, Founding Partner at SGFE Ltd<\/p><\/blockquote>\n","protected":false},"excerpt":{"rendered":"

        Today\u2019s information-based, knowledge intensive, and service-driven economy has forced organizations to make substantial changes to the way they compete.\u00a0 Changing perspective and responsibility of top management amidst rapid Business and Digital Transformation and the shifting role of HR from being an auxiliary function to that of a driver are some of the dynamics of the… Strategic Human Resources<\/span><\/a><\/p>\n","protected":false},"author":110,"featured_media":7547,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"neve_meta_sidebar":"","neve_meta_container":"","neve_meta_enable_content_width":"","neve_meta_content_width":0,"neve_meta_title_alignment":"","neve_meta_author_avatar":"","neve_post_elements_order":"","neve_meta_disable_header":"","neve_meta_disable_footer":"","neve_meta_disable_title":"","footnotes":""},"categories":[408,85],"tags":[1535,132,917,2250,2251,315,40,2248,2247,595,2253,2252,2246,410,77,2249,1199],"class_list":["post-7542","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management-leadership","category-organization","tag-business-transformation","tag-competition","tag-digital-transformation","tag-dreams","tag-financial-capital","tag-growth","tag-growth-strategy","tag-hr-function","tag-human-capital","tag-human-resources","tag-intellectual-capital","tag-organizational-capability","tag-strategic-human-capital","tag-strategic-human-resources","tag-strategy-development","tag-talent","tag-value-creation"],"_links":{"self":[{"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/posts\/7542","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/users\/110"}],"replies":[{"embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/comments?post=7542"}],"version-history":[{"count":6,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/posts\/7542\/revisions"}],"predecessor-version":[{"id":8593,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/posts\/7542\/revisions\/8593"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/media\/7547"}],"wp:attachment":[{"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/media?parent=7542"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/categories?post=7542"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/flevy.com\/blog\/wp-json\/wp\/v2\/tags?post=7542"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}