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Tuesday, September 25, 2012

Strategic HRM In Action

The 4th in a series about Strategic Human Resources Management:

This week we are covering a couple different topics that are highly interesting to me which are Strategic HRM in Action and International HRM.  I am definitely hoping to see and hear both of these topics live at next week’s SHRM (the organization) annual Strategy Conference.  Here are a few of the case studies which I believe will hit on the “in action” aspect of this week’s readings.
Track: Case Studies

Workplace Application: Using the Children’s Hospital of Pittsburgh of UPMC as a case study, you will learn how they positioned HR as a leader in the organization and are using HR metrics to impact their culture.
Wednesday, October 3, 2012 | 3:30 PM - 5:00 PM EDT

Workplace Application: Learn lessons from the best hospitality and service organizations on how to create and sustain a client-centric HR department that meets the needs and earns the respect of line managers.
Thursday, October 4, 2012 | 10:45 AM - 12:15 PM EDT

Workplace Application: Using two biomedical device companies as a case study, you will learn how to achieve breakthrough performance in your own organization by driving greater HR and business alignment.
Thursday, October 4, 2012 | 2:00 PM - 3:30 PM EDT

Workplace Application: This session will help you create a plan for successful co-ownership of a strategic approach to flexibility between HR, line leaders and employees in your organization through various case studies.
Friday, October 5, 2012 | 8:30 AM - 10:00 AM EDT

Workplace Application: Through a case study approach, this session will demonstrate how analytics can be applied to maximize talent management as well as how to turn analytics into practical initiatives.
Friday, October 5, 2012 | 8:30 AM - 10:00 AM EDT

However, in the readings this week I noted a few exceptional comments from the various “in action” stories written in the Armstrong Handbook.  First, in story about Loamshire Council the CEO is quoted as saying “we don’t have a single document which says ‘this is Loamshire Council corporate strategy’. What we do have are three processes which run in parallel and together representing the corporate strategy.”  That supports last week’s discussions that the HR Plan vertically fit with the Business Plan.  It should not be separate and apart, it should work together side by side just like two matching shoes.  You can’t have one without the other or you will walk lopsided.  Second, profitability and training go hand in hand.  The Director of Finance at Megastores said “we’re highly profitable, but in turn we invest an awful lot in our people.  We spend a lot of money on the training and development of people throughout the organization.  It’s probably one of our key differentiators”. I bet that is true.  It also probably gives them employer of choice recognition in the communities they serve.  Their recruiting budget is most likely minimal if they invest that much in their people.  I once had an employer that vowed to spend 30 hours a year on employee development.  That was one company I did not want to leave as a result.  Unfortunately, due to the economy they ended up downsizing eventually but I always remember the importance they put on this aspect of their strategic plan.  They are still thriving today even though they had some tough times. 
Overall, I think learning from other organizations success and failures is ultimately one of the best ways to learn about such a complex and ever-changing process.  Just when you have your strategic plans in place the economy, competition, technology, or something changes which sends you back to the drawing board.  I think the best plan is to not give up and be flexible.  There is a lot to be said about strategic perseverance.
I am looking forward to sharing what I learn next week in Palm Springs.  Here is a glimpse at my schedule so be sure to follow me @DonnaRogersHR for live tweets.

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