How valuable is achieving excellence in businee??
Have you thought of this as an HR??
WE all can contribute towards accomplishing business excellence, by
integrating HR strategy and strategic planning is fundamental to achieving business excellence.
The introduction of an effective HR strategy aligned to strategic business planning is thus a prerequisite to ensure that underlying power structures, procedures, practices, values and norms are in place to facilitate the necessary pace of change that can be sustained within the psychological capacity of the business. There are many different ways of managing the improvement process, including a consultative approach through participation, intervention, education and communication and the style adopted has much to do with the nature of the change proposed, its pace and sustainability. The style of management and blend of skills play an enabling role in the development of strategies within companies.
Despite the search for better ways of doing business and the adoption of survival strategies, including business process re-engineering and total quality management (TQM), some organisations continue to struggle to retain their competitive edge.
The long-term failure of companies, who have reengineered or attempted TQM, is often regarded as an implementation failure rather than a fundamental conceptual failure.
Alternatively, there is the view that the long-term organisational stress that goes with sustained improvement effort is too much for some organisations. As a result, more emphasis is placed on the quick fix solution and short-term financial gain.
Organisations have now to respond to change faster and with greater risk while operating in an imperfect internal and external climate.
The shift has been towards the knowledge economy, global trading, information management, and the employment of people for their creativity and knowledge. This has emphasised the importance of investment in employee development as the means of retention and reward, rather than crude pay, and a total realignment in mind-set about HRM, motivation, reward and development strategies.
If we extrapolate these trends we have valuable evidence as to what will succeed in the future. A mixture of short- and long-term strategies underpinned on the one hand by an alignment of aspirations of the business with, on the other hand, the aspirations of the organisation's greatest asset, its people.
Many companies do not have a strategic approach to HRM. Most identify current and future-staffing needs by discussing training and development needs with the relevant individuals as and when necessary.
Some companies rely on identifying needs based on existing staff profiles and loose projections for new business. Their ability to react to change is thus limited. Time spent on identifying needs at an organisational level would facilitate a more strategic view of requirements. Companies employed different strategies to stimulate and maintain staff, including bonus schemes, share opportunities and support for leisure activities.
Some companies appear to be addressing the question of management development for the senior team within their overall consideration of planning. Building a team needs to reflect the organisational development priorities which may be part of a management development strategy within the strategic management process.
Harnessing intellectual capacity by truly involving all employees of the organisation in the strategy formulation is critical to successful implementation.
The total quality approach calls into question all the traditional approaches to HRM and argues for a more proactive people-focused approach in which HR professionals adopt total quality to become strategic partners in improvement and business planning. The really successful companies have used TQM to put the spectre of Taylorism behind them, recognising that TQM could provide a holistic approach.
To create business excellence with HRM processes that intrinsically add value, all organisations need to develop HR strategies to support the integration of business planning with business excellence. A holistic approach nurtures proactive incremental change. It also avoids the sudden traumatic change that so many organisations endure as a result of radical improvement programmes and the inevitable stagnation that follows.
Hope you all like it.
I would be happy if you all share your thoughts on this. :)
Cheers
Archna
Have you thought of this as an HR??
WE all can contribute towards accomplishing business excellence, by
integrating HR strategy and strategic planning is fundamental to achieving business excellence.
The introduction of an effective HR strategy aligned to strategic business planning is thus a prerequisite to ensure that underlying power structures, procedures, practices, values and norms are in place to facilitate the necessary pace of change that can be sustained within the psychological capacity of the business. There are many different ways of managing the improvement process, including a consultative approach through participation, intervention, education and communication and the style adopted has much to do with the nature of the change proposed, its pace and sustainability. The style of management and blend of skills play an enabling role in the development of strategies within companies.
Despite the search for better ways of doing business and the adoption of survival strategies, including business process re-engineering and total quality management (TQM), some organisations continue to struggle to retain their competitive edge.
The long-term failure of companies, who have reengineered or attempted TQM, is often regarded as an implementation failure rather than a fundamental conceptual failure.
Alternatively, there is the view that the long-term organisational stress that goes with sustained improvement effort is too much for some organisations. As a result, more emphasis is placed on the quick fix solution and short-term financial gain.
Organisations have now to respond to change faster and with greater risk while operating in an imperfect internal and external climate.
The shift has been towards the knowledge economy, global trading, information management, and the employment of people for their creativity and knowledge. This has emphasised the importance of investment in employee development as the means of retention and reward, rather than crude pay, and a total realignment in mind-set about HRM, motivation, reward and development strategies.
If we extrapolate these trends we have valuable evidence as to what will succeed in the future. A mixture of short- and long-term strategies underpinned on the one hand by an alignment of aspirations of the business with, on the other hand, the aspirations of the organisation's greatest asset, its people.
Many companies do not have a strategic approach to HRM. Most identify current and future-staffing needs by discussing training and development needs with the relevant individuals as and when necessary.
Some companies rely on identifying needs based on existing staff profiles and loose projections for new business. Their ability to react to change is thus limited. Time spent on identifying needs at an organisational level would facilitate a more strategic view of requirements. Companies employed different strategies to stimulate and maintain staff, including bonus schemes, share opportunities and support for leisure activities.
Some companies appear to be addressing the question of management development for the senior team within their overall consideration of planning. Building a team needs to reflect the organisational development priorities which may be part of a management development strategy within the strategic management process.
Harnessing intellectual capacity by truly involving all employees of the organisation in the strategy formulation is critical to successful implementation.
The total quality approach calls into question all the traditional approaches to HRM and argues for a more proactive people-focused approach in which HR professionals adopt total quality to become strategic partners in improvement and business planning. The really successful companies have used TQM to put the spectre of Taylorism behind them, recognising that TQM could provide a holistic approach.
To create business excellence with HRM processes that intrinsically add value, all organisations need to develop HR strategies to support the integration of business planning with business excellence. A holistic approach nurtures proactive incremental change. It also avoids the sudden traumatic change that so many organisations endure as a result of radical improvement programmes and the inevitable stagnation that follows.
Hope you all like it.
I would be happy if you all share your thoughts on this. :)
Cheers
Archna