Beyond Tactical

Frankie S. Jones, Ph.D. 2009

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Strategic Human Resource Management

This module is divided into three sections:> Transformation to strategic human resource

management (HRM).> Strategic engagement.> The future of strategic partnerships.

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Transformation to Strategic HRM

By the end of this section, you will be able to:> Describe the evolution of HRM.> Define strategic HRM. > Distinguish between strategic and tactical HR

activities.> Explain the role of the HR professional. > Understand steps in building a strategic relationship.

Evolution of the HR Function

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Purchasing

Labor Relations

Personnel

Human Resources

(HR)

Strategic HR

Source: Christensen, R. (2006). Roadmap to strategic HR: Turning a great idea into a business reality. New York: AMACOM.

Definitions of Strategic HRM

• Is focused on “…building competitive advantage, to enabling business strategy, to fulfilling customer needs” (Christensen, p. 12).

• “…the majority of HR time and resources is focused to optimize workplace performance in order to maximize the results of the organization. HR departments must be accountable not for what they do but for the results they are providing—from providing perceived value to demonstrating actual value to the business” (Robinson & Robinson, p. 4).

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Three Categories of Work

Strategic

Tactical

Transactional

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• Transactional work:> Administrative, order-taking.> Benefits individuals.

• Tactical work:> Solution-focused.> Benefits employee workgroups.

• Strategic work:> Long term.> Linked to one or more business goals.> Solution-neutral in early stages.> Requires multiple solutions or tactics to be

implemented.> Benefits business units and perhaps the entire

enterprise.

Source: Robinson, D. G., & Robinson, J. C. (2005). Strategic business partner: Aligning people strategies with business goals. San Francisco: Berrett-Koehler Publishers, Inc.

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Transactional, Tactical or Strategic?

Sort the following activities into the appropriate work category:1. Updating an employee’s HR records.

2. Re-assessing and projecting talent needs based on the latest business strategies.

3. Recommending a training class for an employee.

4. Creating a new-hire training curriculum for the sales force.

5. Aligning reward systems across the organization to ensure that they consistently encourage the fulfillment of customer needs.

6. Creating and implementing a new incentive plan for company engineers.

Becoming a Strategic Partner (SP)

Influence Business Strategies and Direction through Strategic Engagement

Identify and Partner on Strategic Projects

Build Client Partnerships

Source: Robinson, D. G., & Robinson, J. C. (2005). Strategic business partner: Aligning people strategies with business goals. San Francisco: Berrett-Koehler Publishers, Inc.

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Step One: Build Strategic Client Partnerships

1. Identify client.Identifying the true client can be a challenge.

2. Gain access.Techniques to gain access:

• Volunteer to serve on high-visibility projects and task teams that are important to the client.

• When in meetings with the client, ask questions that expand the thinking and discussion of the group.

• Ask to attend the client’s staff meetings as an observer.

3. Build credibility and trust.• Directly relate your depth of knowledge of the HR functions to

the “business of the business”.• Deliver results with integrity while demonstrating the

organization’s values.

Step Two: Identifying and Partnering on Strategic Projects

•Go for the business and performance SHOULDs

G

•Analyze the business and performance IS

A •Pin down the CAUSES•Factors external to the organization, internal to the organization, and internal to individuals

P

•Select the right SOLUTION

S

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Source: Robinson, D. G., & Robinson, J. C. (2005). Strategic business partner: Aligning people strategies with business goals. San Francisco: Berrett-Koehler Publishers, Inc.

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Case Study Part 1

• Case study introduction (5 minutes).• Role-play activity (15 minutes).• Debriefing (5 minutes).

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Break for 10 minutes

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Strategic Engagement

By the end of this section, you will be able to:> Explain the four stages of strategic engagement. > Create a roadmap for a strategic engagement.

Influence Business Strategies and Direction through Four Stages of Strategic Engagement

Contribute to formation of

business strategies and

plans

Integrate HR strategic plan and initiatives into business

plan

Implement people

initiatives in support of

business plan

Measure and be

accountable for results

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Source: Robinson, D. G., & Robinson, J. C. (2005). Strategic business partner: Aligning people strategies with business goals. San Francisco: Berrett-Koehler Publishers, Inc.

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Stage One of Strategic Engagement

• Contribute to formation of business strategies and plans:> Have a deep knowledge of the business.> Ask thought-provoking questions.> Familiarize yourself with your organization’s strategic

planning process.> Avoid “HR speak.”> Speak with candor.> Disagree privately and agree publicly.

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Stage Two of Strategic Engagement

• Integrate HR strategic plans, initiatives and processes into the business plan:> Communicate the business plan to HR colleagues.> Conduct organization-wide audits to determine

readiness.> Propose initiatives and solutions that ensure

alignment of people with business requirements.> Provide the business case for proposed HR

solutions.> Know the HR staff’s capability so you don’t over-

commit and under-deliver.

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Stage Three of Strategic Engagement

• Implement people initiatives in support of the business plan and manage the change process:> Program manager.> Broker of resources.> Link between clients and those who are

implementing initiatives.> Program champion.

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Stage Four of Strategic Engagement

• Measure and be accountable for the results:> Performance change that is occurring for the

employees whose roles are shifting.> Results regarding the changes made to the work

environment infrastructure and the capability of employees.

> Results that are occurring in the operational metrics and business goals that were drivers for initiative.

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Case Study Part 2

• Introduction (5 minutes).• Small group work (15 minutes).• Debriefing (15 minutes).

Roadmap Example

Communicate the business plan to HR colleagues• List your plans for this step

Conduct organization-wide audits to determine readiness• List your plans for this step

Propose initiatives and solutions that ensure alignment of people with business requirements• List your plans for workforce planning and

staffing, learning and development, organization development, performance management, and employee relations

Provide the business case for HR solutions that are proposed• List your plans for this step

Know the HR staff’s capability so you don’t over-commit and under-deliver• List your plans for this step

Measure results• List your plans for this step

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Break for 10 minutes

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Section Three: The Future SP

By the end of this section, you will be able to:> List the competencies required to become a

Strategic Partner (SP).> Assess your readiness to be an SP and create an

action plan to address your areas for improvement.> Summarize the transformation to strategic human

resource management. > Recognize the barriers to the transformation and

develop solutions to overcome them.

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Case Study Part 3

• Introduction (5 minutes).• Small group activity (10 minutes).

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Technical Process Competencies

• Analytical skills• Business knowledge• Change management skills• Facilitation skills• HR systems and process knowledge• Human performance technology understanding

• Persuasive skills• Project management skills• Interviewing skills• Relationship-building skills• Strategic thinking skills• Systemic thinking skills• Technological skills

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Attributes

• Behavioral flexibility• Objectivity• Self-confidence• Tolerance for ambiguity

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Self-Assessment and Action Planning

• Consider the competencies and attributes of a Strategic Partner and list five areas for improvement.

• Create an action plan to address areas for improvement.

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Module Recap

• Module overview.• Barriers to strategic HRM.• Overcoming barriers:

> Need strong HR leadership.> Need direct access to client.> Need business unit support for new HR mission.> Form a change strategy; monitor progress.> Get small wins and market them.> Communicate, communicate, communicate.

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References

• Christensen, R. (2006). Roadmap to strategic HR: Turning a great idea into a business reality. New York: AMACOM.

• Robinson, D. G., & Robinson, J. C. (2005). Strategic business partner: Aligning people strategies with business goals. San Francisco: Berrett-Koehler Publishers, Inc.

• Ulrich, D., & Brockbank, W. (2005). The HR value proposition. Boston: Harvard Business School Press.